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Sponsored by:
Botnia
Aracruz Celulose
International Paper do Brasil
Conestoga-Rovers & Associates
Suzano Papel e Celulose
VCP
September 2008
Celso Foelkel
www.celso-foelkel.com.br
www.eucalyptus.com.br
www.abtcp.org.br
ECO-EFFICIENCY AND CLEANER PRODUCTION FOR THE
EUCALYPTUS PULP AND PAPER INDUSTRY
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Sponsored by:
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ECO-EFFICIENCY AND CLEANER PRODUCTION FOR THE
EUCALYPTUS PULP AND PAPER INDUSTRY
CONTENTS
� INTRODUCTION
� ECO-EFFICIENCY, CLEANER PRODUCTION AND COMPETITIVENESS
� ECO-EFFICIENCY MEANS WASTING LESS NATURAL RESOURCES AND
INCREASING FINANCIAL GAINS
� POLLUTION IS A SYNONYM OF WASTING BEHAVIOR, AS WELL AS OF
MONEY THROWN AWAY
� BASIC CONCEPTS OF CLEANER PRODUCTION AND ECO-EFFICIENCY
� SUCCESS FACTORS FOR A CLEANER PRODUCTION AND/OR ECO-
EFFICIENCY PROGRAM
� DO YOU KNOW THESE EXAMPLES ?
� THE FOUNDATIONS TO BUILD A CLEANER PRODUCTION PROGRAM
AND ITS IMPLEMENTING STEPS
� MASS AND ENERGY BALANCES AS CLEANER PRODUCTION TOOLS
� OPERATIONAL PERFORMANCE AND PROCESS CONTROL
� VALUING WASTES, RESIDUES AND INEFFICIENCIES, WITH THE FOCUS
ON SUSTAINABILITY
� CLEAN TECHNOLOGIES FOR KRAFT PULP MANUFACTURING
� FINAL REMARKS FOR THIS INTRODUCTORY CHAPTER ON CLEANER
PRODUCTION AND ECO-EFFICIENCY
� LITERATURE REFERENCES AND SUGGESTIONS FOR READING
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ECO-EFFICIENCY AND CLEANER PRODUCTION FOR THE
EUCALYPTUS PULP AND PAPER INDUSTRY
Celso Foelkel
www.celso-foelkel.com.br
www.eucalyptus.com.br
www.abtcp.org.br
INTRODUCTION
I do not have, in this chapter of the Eucalyptus Online Book, the
purpose of offering you an exhaustive treatise on eco-efficiency and cleaner
production (CP) for pulp and paper manufacturing. To enable you to read much
about these concepts, I made available numerous pieces of literature, most of
which can be downloaded to your computer, as they are classics of the virtual
literature. They are very good reading references for someone not yet well-
acquainted with these entrepreneurial environmental management tools. On
the other hand, I will include in the chapter several points of view which make
me delighted with the CP and eco-efficiency concepts and practices. I am now
working for about ten years on CP program implementation at pulp and paper
mills, as well as in the forest area. Even in my other technological consulting
works, I always focus on the CP and eco-efficiency fundamentals, which consist
in the better use of the resources that Nature offers to the mills and to the
human beings running those mills. I always try to apply the old and wise
saying �using wisely, you will not run short of�. In other words, I always try to
look for alternatives for using more efficiently the resources, as well as for
minimizing wastes of any kind. And there are a lot of them, is it not so? It
seems that we live in a world of plenty, where what gets lost means little.
Things of the human beings, a little blind to their impacts on Nature.
As a matter of fact, our forest and industrial sectors working with
Eucalyptus as raw materials are rather developed in terms of environmental
control and pollution prevention. We have modern companies, certified in
accordance with ISO standards for environmental management and quality.
Practically all these companies have also their forests certified in accordance
with the principles of FSC (Forest Stewardship Council) and CERFLOR
(ABNT/INMETRO/BRAZIL), for both forest management and chain-of-custody
of their products.
Now, if the present situation involves so much legal adequacy and
normative compliance, why am I so enthusiastic about the practice of eco-
efficiency and cleaner production at the companies? Precisely because I
consider them as a wonderful process of continuous improvement �beyond
what the legal or normative compliance demands from us�. For me this is
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exactly that �beyond compliance�, in all its splendor. I am quite sure that our
operators and technicians manage to have, with the eco-efficiency, some
simple and wonderful tools in their hands, as it will be seen later on. By means
of them, they can better understand their economical, environmental and
social impacts and they are able to propose feasible alternatives for
improvements. They can also develop sensitivity and awareness to things that
usually �go unnoticed�, because they have not questioned many of the �status
quo� in vigor in any place where they may be working or even living. We are
very wasteful as society, and this is precisely what we will show along these
chapters we will write about eco-efficiency and CP, indicating then fantastic
opportunities for improvements for our mills and for the plantation forest area.
Evidently, many of the considerations that we will make will be equally
valid for any other kinds of processes, forest species and even for other types
of industries and even in our very houses, next to our families.
In the next future chapters we will go on presenting numerous
opportunities for eco-efficiency in the forest area, kraft pulp manufacturing,
and paper manufacturing. Furthermore, in the mentioned chapters we will not
place much emphasis on the opportunities for reduction in energy and steam
consumption, we will just mention more evident and even crying opportunities,
because there will be in our Eucalyptus Online Book a chapter oriented to the
energy optimization and conservation in pulp and paper production. Therein,
we will then give a more comprehensive coverage of this subject.
We will now begin the series about our industry and the tool we avail
ourselves of to apply these cleaner production concepts. After all, I have
approximately a forty-year experience in this sector, having been active in
over twenty pulp and paper producing companies, either as employee or as
consultant. In other chapters of our Eucalyptus Online Book, as well as in
mini-articles of the Eucalyptus Newsletter, I have already highlighted the eco-
efficient management for several routine and daily situations of our sectorial
life. If you have not yet paid attention to that, please access
http://www.eucalyptus.com.br/index_eng.html and read what you will be more
interested in. I have also listed my more relevant publications about this
subject in the section Literature References and Reading Suggestions, at the
end of this chapter.
I thank for the attention you will pay to these considerations of mine. I
hope that they may be useful or even very useful in your professional and
personal life.
============================================
6
ECO-EFFICIENCY, CLEANER PRODUCTION AND COMPETITIVENESS
Along its history, the entrepreneurial business sector has faced
numerous challenges, involving the most different and intricate matters. With
the economy globalization, new opportunities and threats appeared for
Brazilian companies. Globalization, in a summarized analysis, consists in an
immeasurable expansion of the company�s market size, but it is followed by a
reduction in its market share and in its power of action. A great local producer
all of a sudden sees himself as a minute player at international level.
Globalization does not mean either to only compete abroad, as a result of
opening new markets abroad, but mainly to guarantee the domestic market,
so hardly won, against the insatiable appetite of the many international
producers. Global competitiveness implies production scale, low costs,
compatible quality, delivery logistics and aggregation of intelligence to the
production and to the product (design). Then, the great emphasis put by the
national producers on the manufacturing costs of their products becomes
perfectly understandable, still more in times of weak dollar with regard to
other currencies. In the same manner, as there is an accelerated search for
competitiveness and generation of positive margins, many undertakers, when
analyzing their cost spreadsheets, are astonished, surprised or feel threatened
by the so-called �environmental costs�. Traditionally understood by, the
environmental costs are those costs incurred to analyze, treat, dispose of and
control wastewater�s, air emissions and solid wastes generated by the
industrial activity, in order to fit them into the applicable legislation or the
environmental targets of the company. The investments resulting from
environmental improvements or new legal requirements are also added to the
environmental costs, which ends up generating an increase in manufacturing
costs by new depreciation�s and financial costs. The natural consequence is a
complaint of many undertakers as to �the inopportune environmental
requirements�, which at last does not result in something practical,
constructive and positive. Such complains do not add any better improvement
to the environment or to the competitiveness of the organization.
The executives and technicians, when sticking just to this focus on the
environmental costs, are considering only a part of these costs and do not
manage to see the enormous invisible face of the expenses with environmental
wastes, such as losses of raw materials, energy, production and unnecessary
value aggregation to something that at last is thrown away as residue and
pollution, for examples. To a certain extent, this attitude is historically
understandable. As a consolation prize, it is good to know that this is no
exclusive privilege of our Brazilian people, since it happens everywhere in the
business world.
The recent history of the industrial operations in Brazil (and in many
other countries) can be divided, from the environmental perspective, into three
periods:
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In the first one, till the end of the �60s, the natural resources
extractivism was the dominant model. Nature was considered as a freely
available, free-of-charge and inexhaustible resource. The chimney smoke
was a synonym of progress (�it smells of money�, it was said with an
insensate prepotency). The way of treating effluents was by diluting the
pollution into the rivers and into the atmosphere. The solid wastes, when
they did not go into the rivers or into the air, were cast on grounds with
no preparation at all, the �famous� sanitary landfills. Many Brazilian
natural resources ran out in this way, like the Parana pine, the
Brazilwood, the Bahia rosewood (Dalbergia nigra), the gold, etc. At the
same time, rivers, soils and air were degraded, be it by the industry, be
it by the communities insensitive to the environment deterioration.
However, it was the reality and the model of that time, based on the
existing level of knowledge about the environmental sciences.
The second historical fact happened recently, between 1970 and 1985.
Due to the high environmental impacts and the increasing ecosystem
pollution and degradation, the Brazilian legislation began to improve and
to become stricter (environmental licenses, evaluation of risks and
environmental impacts, public hearings, etc.). During that period, the
industry felt under pressure and learned to face these demands as
�adding costs� to its products and consequently as reducers of its
competitiveness. One of the commonest arguments was to compare the
Brazilian legislation to the international ones, in a reactive and
complaining way, attempting to cause the local legal restrictions to
slacken.
The great changes in the environmental posture and behavior of the
industrial companies occurred at the end of the �80s and beginning of the
�90s, also by influence of Eco-92 (UNCED � United Nations Conference
for Environmental Development / Earth Summit, Rio de Janeiro). The
environmental awareness and sensitization began to germinate and to
grow in the whole industrial segment and later in the service sector.
Voluntary codes and initiatives, letters of principles, environmental
management systems, waste recycling technique development, mill
closures, life cycle analysis, etc., all of them were mechanisms
implemented during the �90s. In the long run, they showed that the
companies could reduce costs and generate economic results via
environmental protection.
At present, depending on the place, on the kind of industry and on the
company�s awareness/culture, these three conceptual philosophies of the
historical phases may be happening even simultaneously. I believe that the
magic touch that changed the whole environmental conceptualization and
induced the gradual change of the companies� behavior has been the definition
and the attempt to put into practice the sustainable development or the
sustainability. The definition implies that the three different aspects � the
8
social, the environmental and the economical � should be equally considered,
and with the same respect. The promotion of this new form of considering
growth and development by society allowed two important phenomena to
appear:
The non-governmental organizations (NGO�s) changed their romantic
attitudes and began to understand that the economic aspect is also
important and that the companies must have profits, even to invest
more in environmental protection;
The companies rapidly began to see the environment from the
perspective of waste minimization, pollution prevention, eco-efficiency,
cleaner production, zero emission, etc.
Another positive point that may be an enormous driving force is the
motivational factor. Any person working for a company will feel happy and
motivated to work towards sustainability and to help improve the environment,
reduce the incidence of garbage, improve quality of life, protect Nature, etc. It
is much simpler to motivate the employees to involve themselves in striving
for sustainable development than to motivate them to work to add value for
the shareholders. The shareholders and the managers must be also convinced
that the profits will increase as a result of the efforts made to achieve
sustainability, even because the concept of sustainability is anthropocentric.
We want the sustainability of mankind, of our businesses, of our company � in
short, our own sustainability.
The concepts of cleaner production (CP) and eco-efficiency fit like a
glove into this scenario of sustainable entrepreneurial development. In a
practical way, to be eco-efficient means �to do more and better with less�, or
�to use more efficiently the natural resources required in the economical
processes�. As far as I can see, although different names are concerned, eco-
efficiency and cleaner production have practically the same objectives. The
names are different just because they have been coined by distinct entities.
The World Business Council for Sustainable Development (www.wbcsd.org) and
its branches in several countries privilege the term ECO-EFFICIENCY, while
UNIDO (United Nations Industrial Development Organization � www.unido.org)
and UNEP (United Nations Environment Programme - www.unep.org) promote
the concept of �CLEANER PRODUCTION�.
In our country Brazil, so abundant in natural resources, we got used to
be squanderers and wasteful, dissipating resources. As we always find water,
minerals, land, plants, photosynthesis, etc., in large amounts, we �innocently�
became squanderers of these resources. Worse than that, we go on doing this,
even after having become aware of it. Abundance generates waste. This can
be very easily seen in our forest and industrial areas, even with regard to small
and little capitalized companies.
Societies or countries short on natural resources, as water (e.g. Israel
and South Africa), or land (Japan), or photosynthesis (Sweden and Norway),
9
have found creative solutions for their deficiencies in terms of scarcity. The
problem is that our Brazilian culture also privileges paternalism and the
transfer of responsibility. We expect someone to solve the Brazilian
Northeastern or Amazon regions economic and social problems; or else either
the company or the government to solve our personal problems. Likewise, we
want to win gold medals at the Olympic Games without concerning ourselves
with constructing and paving the way to achieve this goal. Efforts, a lot of
efforts, are required to win those medals. We also forget that we ourselves are
the company we work for. We are its blood, its muscles and its brain.
Therefore, it is incumbent upon us to make the effort to keep this body in a
healthy condition. As a result of this squandering and conforming culture of
ours, we tend to make an enormous number of �operational nonsenses�, which
we come across every day, coming to believe that things are exactly like that,
inherent in the squandering process which we are fitted in. For example, the
pulp and paper industrial effluents in general are treated at a WWTP
(wastewater treatment plant) which is often a highly sophisticated one, while
the way of sending them to the station is not sophisticated at all, as clean and
dirty waters are mixed with each other, in order to be treated together. In the
same effluent to be treated we send good raw materials, either dissolved or in
suspension (salts, organic compounds, fibers, etc.). Everything that is being
disposed of as effluent or residue was purchased and paid for as raw material
or input by the company. To these raw materials we have aggregated costs
concerning labor, energy, handling, etc., and afterwards we throw them away
as residues and wastes (solid, liquid, air, energy leakage�s, etc.). Not yet
satisfied with all these wastes, we are forced by the legal parameters to spend
more in order to treat them and later to dispose thereof as sludge or another
kind of residue, to landfills. For example, any organic matter gets lost from
the industrial process goes to the effluent treatment station as COD (Chemical
Oxygen Demand). There, it undergoes sophisticated treatments, and goes out
as wet sludge, which must be transported, composted, land-filled, handled
and sometimes sold. Even when generating income by the sale, the balance is
in general economically unfavorable and these losses increase the
manufacturing cost. Then, the production cost is increased in three ways: by
the loss of this organic raw material as COD; by the treatment we had to give
to it, to prevent this lost COD from becoming pollution; and the cost to dispose
the resulting solid wastes. A triple penalty to whom is not able to see this.
Well, these simple and routine examples are proofs that there are
thousands of opportunities to reduce losses and to generate positive financial
results. They are gain/gain type solutions: the company gains, the
environment gains and society gains. It is important to stress that most
changes due to eco-efficiency - though not all of them - are financially
profitable. For this reason, it is important to have available simple tools of
basic financial mathematics, in order to evaluate returns on the measures to
be implemented for cleaner production and eco-efficiency.
10
It is frequent for people to be shocked when I state that we can and
must earn money with environmental improvement. There is in our souls and
minds the romantic belief that the environmental protection should not be
valued from the perspective of economical result generation. Thanks to the
concept of sustainable development, the economical procedures must and
need to be definitively implemented when evaluating environmental impacts.
But it should be clear that not always the cleaner production will yield positive
financial results. This is the case, for instance, of the treatment of residual
toxic substances with no commercial value. In such a case, savings will be only
made when these toxic substances will be no longer mixed with other nontoxic
ones, so as to avoid increasing the need for corrective treatments for the
whole.
Thanks to the power of innovation of the mill workers, as well as to the
technological researchers, we will be able to develop future uses, cleaner
processes, reduction in waste generation, etc., making the production not only
cleaner, but also safer, more economic and more sustainable.
Cleaner production is connected with reduction in pollution in its origin.
The first step is to implement a wide program of internal cleaning (�good
house-keeping�) and to evaluate which residues and effluents are generated
by the production process, quantifying them. It should be remembered that
garbage/residue mean improper use of a raw material or input.
In other cases, the cleaner production may require technological
changes (cleaner technologies), demanding more intensive use of capital.
Sometimes, a whole production line may show to be obsolete and the new
investments, besides producing more and better, with higher profitability, will
do it in an environmentally healthier and friendly way. Cleaner technology can
be defined as an industrial manufacturing procedure using less raw materials
and less energy, presenting a better yield, resulting a better product with
minimum wastes, generating no significant environmental impact. In general,
cleaner technologies are oriented to solve chronic environmental problems of
odor, water pollution or generation of problematic solid wastes.
Another fact that must be clear is that sometimes, by analyzing the
different alternatives, the economically more viable solution may be a �end-of-
the-pipe treatment�, which should not be discarded as a valid alternative. By
end-of-the-pipe treatments should be understood those kind of treatment for
pollution control, such as filters, electrostatic precipitators, decanters,
flocculators, centrifuges, etc.
Cleaner production / eco-efficiency should be understood as tools on the
menu of managerial options to reduce pollution and improve operational
efficiency. However, they should be the first aid to be used, before thinking of
adopting a treatment for the generated residue. As these techniques practically
have not been utilized during the �80s, many companies over ten years of
chronological age had their production lines based on the concept of treating
the residues, rather than preventing the losses. In such cases, there are great
possibilities of finding low-cost eco-efficient solutions with high economic
11
returns. At many engineering companies planning new industrial units, the
traditional concept of �if pollution exists, what should be added to treat it?� still
persists, even because it means more engineering services, equipment and
constructions. The concept of cleaner production is: �if a waste exists, where
was it generated and what should be done to prevent it from occurring in its
origin?�.
Thus, cleaner production can be understood as a strategy to
continuously improve the processes, products and services, the operational
efficiency, the quality of life and the environment, reducing environmental
impacts, increasing economic results by cost reduction; and finally, allowing to
move towards sustainable development. Thus, cleaner production and eco-
efficiency will help improve competitiveness of the companies (industrial,
public or services), because it will allow increasing the workers� motivation and
will make possible wider profit margins. A cleaner production program is a
banner that everybody at the company will be willing to carry. The route that
we will be following when implementing eco-efficiency is very well understood:
mills or companies generating minimum environmental impact, being healthier
and happier, making possible higher sustainability and cooperating for the
business competitiveness.
=============================================
ECO-EFFICIENCY MEANS WASTING LESS NATURAL RESOURCES
AND INCREASING FINANCIAL GAINS
During its whole existence, the pulp and paper industry has shown
enormous vitality in terms of increasing its production and improving its
technologies, in order to meet society�s requirements of quantities and
qualities of its products. Our pulp and paper industry is highly dependent on
natural resources (wood, water, fuels, air, etc.). As a matter of fact, it has
established a very intimate marriage with natural resources that were
abundant in the past, but now are no longer. This intimacy with the use of
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abundant resources led to a technological conception which is not so
conservative as to using and consuming these resources. Just consider that at
present, even with all hysteria with regard to water conservation, our industry
is still dependent on huge amounts of this more and more scarce resource,
since our processes are all water-based. We have had and will have several
environmental crises more in our history. We have gone through the phase of
needing to treat effluents in immense quantities; we have overcome the panic
of dioxins and contaminating bleaching sequences; we are trying to close more
and more the water consuming cycles at the mills; there are large solid waste
recycling plants being established to treat our wastes; there is acute
awareness as to produce forests in a sustainable way, following forest
certification programs; etc. etc. However, when proceeding and observing
carefully our lack of ability to see the losses of natural resources as being
significant costs in our products, we are able to feel that there is still much to
be done.
The lack of profits and the so-called value destruction phase that the
pulp and paper industry went through at world level at the end of the �90s; the
low return on the invested capitals; the fear for business sustainability in the
future and its uncertainties; the market pressures for cleaner products and
processes; the greater business managers awareness and commitments to the
environmental aspects; the legislation more and more present, putting
pressure on the industry and to the industry directors by the environmental
crime law; besides the many emotional aspects connected with environment
and our productive activity; all these factors have combined in such a way,
that the style of life at the companies gradually began to change for better and
better. I believe that the best of all improvements was the very acceptance
that we must strive for business sustainability and that this implies economic,
environmental and social sustainability concomitantly, according to the
example given by the excellent definition of sustainable development.
In very simplified terms, as already seen, to be eco-efficient means to
do more and better with less resources consumption, or to use more efficiently
the natural resources required for our processes and products. We need very
much this concept, as we still waste very much of the natural resources. This
waste is malevolent, as it affects our operational performance and our
economical results and attacks Nature. Worse than that, as a rule, we do not
even know how to value these losses in our complex production cost
evaluations. For many years, the natural resources have been abundant and
seemed to be inexhaustible. The abundance of something corresponds to a low
price of that product. Something existing abundantly and having a low price
leads to a wasteful behavior. For example, in our Eucalyptus and Pinus forests,
when the wood price was low because there was plenty of it, it was very
common that much wood was wasted, in both forest and mills. Unfortunately
this still persists in some extent, notwithstanding the greater scarcity and the
13
price increase of these woods. The amounts of natural resources which are still
innocently wasted by the industry and at the forest area are impressive.
Despite the great improvement with regard to some decades ago, there is still
high consumption of water, energy, labor, oxygen, caustic soda, air, fuels,
biomass, etc. At the same time, we got used to generate huge amounts of
solid wastes at our mills and to coexist with them (bark, sawdust, ashes,
organic sludge from wastewater treatment plants, dregs and grits, lime sludge,
carboys and drums, metal scrap, etc.). We go as far as to be proud of
establishing fantastic waste recycling plants for these solid wastes, instead of
combating them in their origin, where they are generated in the process. The
point of view prevailing at many pulp and paper mills is that these residues are
inherent in the manufacturing process, that they always existed, and it is even
believed that such a situation has much improved. As long as we will go on
generating pollution in the water, in the air and in the form of solid wastes, we
will have to treat these residues. End-of-the-pipe treatments aggregate costs
and do not generate any financial return. The consequences of this short-
sighted behavior in terms of eco-efficiency are a great number of processing
nonsenses. One of the main among them, for instance, is that even the most
modern paper mills still recycle internally approximately 10% broke i.e. their
machines go on producing about 10% paper that will return as broke to the
pulpers, reducing the production of saleable products in this proportion. Can
you believe that there are mills producing even more than twice this value as
broke? I wonder whether there is any sustainability at mills rejecting and
returning to the re-pulper about 10 to 20% of the finished product, where
huge amounts of value were added to, which afterwards are discarded as
though they were no significant costs. This broke is generated at web breaks;
through unnecessarily removed trims; by exaggeratedly product or process
specification limits; as a function of attitudes of operators innocently cutting
enormous paper blankets for sampling purposes or to remove defects that will
mean a little more trouble for the converting area; by mishandling paper rolls
or bales, damaging them; by poor planning at conversion or with regard to the
paper roll formats; etc. The internal recycling of this broke is hardly ever seen
by the managerial team, it seems to be normal for it to occur. Nevertheless,
this recycling generates extremely high costs, reduces machine production and
paper quality, increases the specific consumption�s, generates enormous
reworks, besides impacting on the environment by misuse of the natural
resources required to manufacturing. We have written a very long chapter
about this subject in our Eucalyptus Online Book, you have but to visit it at:
http://www.eucalyptus.com.br/capitulos/ENG06.pdf
Whenever a natural resource is misused, an associated pollution is
generated as a consequence of it. Let�s consider in this case that the mills, as
well the pulp as the paper ones, got used to lose about 0.5 to 2% fibers
through their effluents. Worse than that, there are cases of operators
appreciating fiber losses because they facilitate pressing the sludge generated
14
at the effluent treatment plants. All sludge thrown away as solid pollution is a
natural resource wasted by the production process. To use fibers, the noblest
product of the company, as filtration auxiliary, is one more costly innocence
and ingenuity which we still put into practice at many mills, believe me!!!
To finalize this small and simplified list of daily examples, I would like to
focus on the pulp mill wood yard. Waste is still very high. Most mechanical
debarkers are not very efficient to remove the Eucalyptus bark: they partially
remove the bark and break many thin diameter logs to short logs which are
discarded with the barks and directed to the biomass boiler. As a result of poor
debarking, a larger amount of alkali - which is also a natural resource � is
consumed to cook the wood due to the presence of bark. We lose pulp wood,
which is much more worth than the bark biomass one, and these short logs will
have a much more blazing destination than they would as a part of the pulp
manufacturing process for paper production.
These few examples among many others of our daily life are just
evidences that there are thousands of opportunities waiting for our action. We
intend to present many more of them to you in the chapters following on this
theme.
When implementing an eco-efficiency program we will be causing
behavioral changes for waste reduction and generating financial results for the
companies. Furthermore, as the motivation to work for a healthier
environment is great among people, to be eco-efficient is associated with
greater motivation for generating a healthy working environment in the place
where the operators spend most of their time, which is the company itself.
Eco-efficiency is a strategy for continued improvement of products,
processes, services, working place, quality of life, as well as to reduce the
environmental impacts and production costs. It is a technique oriented towards
sustainability. Basically, the purpose is to reduce pollution and the generation
of residues and wastes where they are generated, not just to treat them at
sophisticated treatment plants, at recycling plants or in fantastic purifying
filters. The result is a minimization of environmental impacts, higher operating
efficiencies and important cost reductions. If we want to have healthier, more
efficient and more competitive mills, one way of doing this is by including eco-
efficiency or cleaner production in the quality improvement programs of the
company as a whole.
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15
POLLUTION IS A SYNONYM OF WASTING BEHAVIOR, AS WELL AS
OF MONEY THROWN AWAY
My highly esteemed friend and guru for the environmental issues of the
planet, our dear Jose Lutzenberger, now absent from among us, once told to
me with the naturalness of someone who knows about things: �pollution is
something good in a wrong place, because of carelessness, innocence or
silliness�. Going on, while drinking his traditional beer, he exemplified: �this
beer I am now drinking is a divine thing, which I appreciate very much.
However, if I let it drop on the house floor carpet, it will turn at once into an
undesirable pollution, difficult to remove; it will ferment and cause an
unpleasant odor in my carpet for a very long time�.
Life is exactly like that; one is always throwing out goods things as
garbage or pollution and thus contaminating the planet. We humans waste
good things with a frightening naturalness. Anything we are throwing away as
pollution has been paid by us, and worse than that, we will pay later to treat
and to dispose of in some supposedly safe place. Fibers, minerals, dirty water,
papers, packaging, wood sawdust, tree bark, drums, wood logs, little plastic
coffee drinking cups, everything in the garbage can has a much higher cost
than the simple cost of throwing away, do you agree? They are worth as not
used or partially used raw material; they carry a cost aggregated by the
process as power, chemicals, labor, etc.; and later they will require additional
costs to be treated and dispose of. It is an enormous cost, which most people
are not able to see. Sometimes the companies� business men and technicians
proudly say that they have fantastic wastewater treatment plants and solid
waste recycling and composting units at their mills. Although they have
accepted to invest some millions of dollars in those plants, which proves their
good environmental intentions, those people are blinded by the logic of the
past, i.e. that pollution must be treated or recycled. However, pollution must
be combated and destroyed in its origin, where it is generated. If there are
16
huge garbage recycling plants it is because much garbage is generated and
garbage is something good that was thrown away. I consider garbage recycling
and effluent treatment to be second rank environmental measures. Recyclers
exist because we throw good things into the garbage. If we avoid wasting
paper, food, fibers, plastic, wood, etc.; if we adopt internal waste preventing
or reusing mechanisms; the end-of-pipe treatment plants and recycling plants
will be reduced to minimum size and will have to treat just the really useless
wastes without any economic value. It is always possible to reduce wastes and
residues generated at the companies and in our homes, as well. When
someday the companies recycling our residues will complain that their activity
is not yielding profit any longer, due to the lack of good quality residues, we
will have reached what we actually expect: the practice of eco-efficiency.
Another seldom perceived truth is that everything we use, everything
existing in the garbage can, in our homes, at our companies, everything,
absolutely e-v-er-y-t-h-i-n-g, consists in natural resources. When we misuse
these natural resources and generate residues and garbage, or contaminate
water and air, we are not only dirtying the planet, but also wasting these
natural resources and exhausting the reserves of Nature.
From that exposed up to now we can conclude that wastes or residues
are natural resources we pay for and do not use, that we throw away and pay
much more for doing this, as we will have to control and to treat the generated
pollution.
In other cases, we are used to bring things to the mills without
remarking we are doing it: for instance, the wires holding the pulp bales; the
soil coming along with the wooden logs; the sand mixed with the limestone�s;
the ashes accompanying the coal, etc., etc., etc. We do not even remark we
are paying for all this. They will be in excess in our processes and will turn into
wastes without any use. �To gain things free-of-charge�, without our use for
them, is also a synonym of wasting. Therefore, the traditional Brazilian popular
saying that �free-of-charge even an injection of medicine into the forehead is
good� as a matter of fact does not apply. I have not yet fully understood the
meaning of this popular proverb, but it is certainly one more innocence and
ingenuity with environmental impact.
We must be aware that we can change for the better and make efforts
to achieve it. Any residue reduction program begins with a good and strong
cleaning and organization program. Put as many S�s as you wish, call your
good housekeeping program as you prefer, but please, keep your mills clean.
The cleaner we are, the easier we will see our garbage, as it will begin to
appear and to be noticed.
The human being likes changes and to try something new. However,
everyone prefers to be the very vector of the change, instead of changing
because the others are asking for or stimulating it. Human beings change as a
function of awareness, stimulation or punishment. This is so with us, since our
childhood. If the kids behave well and are not left back at school, they are
given a bicycle; if they fail, they are slapped or they lose the monthly
17
allowance for some period of time. We have to understand this logic in order to
motivate the people we are working with to search for improvements and
changes. We have also to feel proud of our companies. A company is not a
garbage can: it is not because eventually it may smell a little, due to our
always used kraft process, or because it generates solid wastes or effluents in
large amounts, that it should be allowed to be dirtied. On the contrary, this
should be the reason for much more efforts to clean it and to make it beautiful
and healthy. Who does not like to work in a clean, pleasant, healthy place,
with green areas, with minimum environmental impact and where everybody
has an interaction of respect for Nature? This means advancing towards the
real environmental and by extension social responsibilities. The universe is
among us just as we are within it. Everything belongs to a large and complex
natural system, where protection is demanded and the residue reduction is an
essentiality. When we reduce wastes and residue generation, besides
protecting Nature and conserving the resources in a more sustainable way, we
are improving company�s profits, as well money savings also for us, in our
homes.
==============================================
BASIC CONCEPTS OF CLEANER PRODUCTION AND
ECO-EFFICIENCY
In this section I intend to present, in a rather simplified way, some of
the basic and conceptual fundamentals for the implementation of a CLEANER
PRODUCTION program at a company, whichever its type. We have already
mentioned several times that the whole procedure is based on reducing
residues, waste and rework. Some of the vital questions to be answered are as
follows:
If a loss exists, what is its quantity?
Where is it occurring?
What are the causes of its generation?
How can it be solved in its origin?
18
Pulp and paper mills have a significant impact on both natural resources
and environment. They do much to minimize and to control these losses called
pollution or environmental impacts. However, there is still much room to
improve in search of the dreamt sustainability. It is just a question of how to
observe the pollution: as a part of our industry, or a process of dissipating
resources and throwing money away.
The future will certainly show us pulp and paper mills with much lower
uses of water, wood and energy. They will also emit minimum noise, little or
no odor at all and pollution in rivers and in the air will be not noticed or
perceived by the surrounding communities. My expectations are that within
some more time, in the near future, pulp and paper mills will hardly require
any landfill areas to dispose of their solid wastes, which will be either recycled
indoors or prevented from being generated, or else will be converted into
valuable by-products. Also the effluent treatment plants may be much smaller
due to the lower water consumption and the more intensive process water
recycling. However, hard work and a strong determination are required to
reach this so desired future. All possible fronts have to be attacked. I have
always believed that �many shorts together makes a long�, an old popular
proverb to show that the future is built day by day with the introduced
improvements: even the very small ones are important. Every morrow is
better than the elapsed day. One should be always in search of new levels of
performance and waste minimization.
These optimized mills will have:
Improved efficiency and operational performance;
Enhanced productivity and quality;
Optimization in using inputs (water, wood, fuels, chemicals, etc.);
Reduction in harm inputs or outputs;
Reduction in residue generation, as well as in water, air and solid
wasting flows;
Lower requirements of pollution treatment and disposal areas;
Improvement in raw material acquisition;
Reduction or even elimination of conflicts of legal compliance with the
governmental control entities;
Reduction in environmental liabilities;
Reduction in production costs and increased contribution margins;
Image valuation with the communities and the markets they are active
on;
People valuation due to their adherence to the efforts made for the
socio-environmental improvement of the company.
All this can be eventually achieved without sophisticated technological
solutions and without applying a high level of costly engineering. We know that
in many cases the change or the new technology will be vital, but success
19
consists in most cases in numerous small improvements in the process. The
sum of these improvements results in fantastic gains for our mills. In many
cases, many of these improvements are not even seen by the technicians as
environmental problems being solved. However, as every operation consumes
natural resources, if we reduce the consumption of these resources we will be
improving the environment, do you agree?
It is very easy to exemplify this. Let�s consider for instance a pulp
washing filter having vacuum problems, so that the consistency of the pulp
blanket leaving the filter, which should be 16%, goes down to 12%. As a
function of the lower consistency, the pulp stock carries a larger amount of
organic substances, since there is more organic matter rich filtrate and less
dry pulp per wet ton of stock. In other words, there is much more COD
contaminated filtrate per dry ton of pulp leaving that filter. When the wet pulp
is sent to bleaching, it consumes more chemicals and generates a higher AOX
and COD contamination in the effluent, which in turn requires more treatment
and generates more sludge. All this leverage a series of environmental,
economical and social losses (which means more work, more pollution, more
chlorinated organic compounds in the river, etc.). It is sufficient to correct the
vacuum and the consistency, or improve to values even higher than the initial
16%, to have gains in all these aspects. It is really easy to understand, is it
not? Later on in this chapter I intend to work out for you a �case study� about
this, developing it further and explaining how to value the losses in terms of
eco-efficiency and cleaner production.
The success of a CP program consists in a change of emphasis/focus: to
abandon the focus on �control and treatment� and to go over to focus on
�pollution prevention and solution at its root�. Instead of thinking about
treating the pollution, the emphasis is on preventing its generation.
Source: Ferreira, 2002
PREVENTION
CONTROL
TREATMENT / DISPOSAL
CHANGE OF FOCUS
PREVENTION
CONTROL
TREATMENT
DISPOSAL
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Another eco-efficiency characteristic is the horizon. Instead of being
concerned about maximizing the results in the short term, eco-efficiency is
rather concerned with business sustainability in the long run. The healthy
relations with the markets, communities, control organizations and employees
are privileged. The aim is the continuous improvement, so as to make every
morrow better than the elapsed day, as already seen above. Everybody in the
company should be involved in this striving action, especially the operational
workers. After all, nobody knows the mill areas better than each of them in the
places where they work. They are the ones perceiving the anomalies. If they
cannot yet see them, they need to learn how to notice better the losses and
wastes. As they are the ones nearest to the operations, they are fundamental
in the process of implementing any improvement program, among them the
CP or eco-efficiency one.
In the following list, we are bringing some of the principles for a CP
activity, either for a forest operation or a pulp and paper mill:
To focus on the residue, the loss and the waste where they are being
generated;
To value each residue, loss or waste in environmental, social and
economic terms;
To try to solve each problem in the origin, at the source, at its root;
To not bring into the mill anything of no interest;
To prevent and reduce pollution generation (solid, liquid, gaseous);
To reduce the specific consumption of inputs (water, wood, chemicals,
etc.);
To reduce energy and fuel consumption;
To reduce wastes treatment and disposal costs;
To evaluate and reduce the intermediate stocks, as well as the stocks or
inventories of manufactured products;
To reduce reworks and reprocesses;
To reduce paper broke generation;
To improve the indexes of operational efficiency;
To review process and product specifications;
To quantify always and everything necessary and vital;
To generate indicators which are vital and useful for the operation;
To have data and information with credibility/reliability;
To develop energy and mass balances, in order to favor visualization of
losses and residues, which are often �hidden�, not visible to the analysis
team;
To recover and create saleable by-products;
To evaluate indoor recycling, but previously making an evaluation based
on material balance;
To evaluate investment and improvement paybacks;
21
To incorporate the cleaner production concepts into the company�s
quality and productivity programs;
To minimize the company�s environmental impacts;
To find and solve environmental liabilities;
To have legal and normative compliance�s;
To put strong emphasis on pollution prevention;
To put strong emphasis on suggestions made by the company�s
employees/workers;
To develop managerial posture and behavior compatible with those
required for this conceptual implementation.
To achieve these goals, there is a series of actions that the technicians
must learn to perform. Although it is a long list, as a matter of fact all of them
are already put into practice by the company. The only difference is that they
will begin to be practiced from the perspective of eco-efficiency and cleaner
production, valuing the opportunities for improvement. It is in my opinion a
new way to do the same things, but more effective, more efficient and more
eco-efficient.
In my point-of-view, the whole eco-efficiency success rests on three
foundations: �to discover the waste� , �to value this residue� and �to find out
how to avoid it�.
By valuing it should be understood to discover the value of this loss or
residue in economic, environmental and social terms.
When knowing how to do these three things, all the rest is just a
consequence.
Then the required actions are those listed in the following:
Operation analyses;
Process control procedure analyses;
Flow analyses;
Logistics analyses;
Layout and flowsheet analyses;
Stock analyses;
Process loss analyses;
Leftovers and waste analyses;
Reworks and reprocesses analyses;
Analyses of unnecessary works and operations (leading you to nothing or
nowhere);
Intermediate product analyses;
Analyses of material lost as pollution;
Energy losses analyses;
Consumed water and generated effluent analyses;
22
Toxicity analyses of the losses;
Residual packaging analyses;
Analyses of material leftover in the packagings;
Product and raw material validity / expiration analyses;
Analyses of product leftover from unsuitable or unnecessary purchases;
Analyses of products susceptible to be rejected;
Analyses of risks and emergencies;
Previous analyses of environmental accidents;
Analyses of potential environmental liabilities;
Analyses of noises;
Analyses of drainage�s, spillage�s, sweepings, dust, etc.;
Ergonomic analyses;
Occupational health analyses;
Analyses of impacts to the communities;
Analyses of the work and the time spent to control, handle, dispose of
and treat the pollution;
Residue handling, treatment, disposal and storage cost analyses;
Analyses of the costs involved in sanitary and industrial waste landfills;
Operational cost analyses;
Investment evaluations (paybacks and rates of return);
Analyses of production losses and financial result losses for non-
production as a function of environmental problems;
Operation efficiency analyses;
Company�s global environmental, social and economical evaluations,
etc.; etc..
Finally, after the careful analyses, the teams involved in proposing
alternatives to solve the problems will have some eco-efficiency and cleaner
production options.
Following are the groups of options offered as alternatives for solving
the losses or residues generations:
�Good house-keeping� or simply CLEANING;
Proper equipment maintenance;
Equipment rebuilding;
Equipment modifications;
Better process control;
Technological change or upgrading;
23
Raw material and input changes;
Process optimization (charges, concentrations, new measurements, etc.);
Manufacturing process modifications;
Internal recovery, reuse, recycling;
Return or development of recycling for packaging material;
Waste logistics;
Production of useful by-products for internal use or sale;
Product or product specification modification;
Improved information and data;
Automation;
Standardization of operations;
Improved purchases;
Development of new quantification�s and monitoring plans.
Etc.; etc.
==============================================
24
SUCCESS FACTORS FOR A CLEANER PRODUCTION
AND/OR ECO-EFFICIENCY PROGRAM
Any type of program involving people at a company in search of better
efficiency and effectiveness requires some solid foundations, without which the
program will hardly develop and succeed. In this section I tried to mention
those I consider to be the most relevant ones.
They are listed in the following, without an order of value or greater or smaller
importance:
Sensitization: developing consciousness and awareness
Sensitization is a magic word that must be energized into people�s minds. This
is achieved by training, but presents a strong behavioral aspect. We succeed in
teaching technology more easily than behavior issues. In general, people are
employed by their technical baggage and dismissed by their behavior.
Therefore, it is absolutely natural that we should focus on the behavioral
aspects in our internal programs, among which are those concerning eco-
efficiency and CP. To change behaviors one must be concerned with human
relations, with correspondence between discourses and actions, with the
organizational climate, with the motivational aspects of people, and put strong
emphasis on education. Sensitization is achieved with experiences and
examples. It is no use to demand order, good housae-keeping and cleanness,
or waste reduction, if the managers do not give the good example, or if the
company�s policies do not contemplate these factors.
25
Top administration�s involvement
If the company�s managers and directors do not involve themselves, if they are
not the examples and the real educators and drivers for the program, the
chances of success decrease a lot. It is no use just to hire a manager for any
kind of entrepreneurial program, whom they insist on calling �champion or
leader�, in order that he manages to make successful a cause which the other
managers do not embrace.
People motivation
Motivated people perform miracles, everybody knows this. Hence the
importance of keeping motivation alive. There are good tools to measure
internal motivation (motivation scales and motive-meters). The causes for the
workers� loss of enthusiasm should be evaluated frequently. In many cases
they are associated with the low quality of the dialog among people, either on
the same level or between subordinates and bosses.
Everybody�s commitment
The companies must search for mechanisms of behavioral gains in their human
relations, in order to obtain a greater commitment of the company�s people. As
the companies are a reflection of the company�s people, if they are committed
and perform their duties and obligations, doing this enthusiastically, the
company will progress, as well as the people working for it. It seems to be a
play on words, but it is exactly like that. There is no such magic unit called
�company�. Also, the company does not have a magic stick to help us. The
companies are ourselves, who build them and operate them. They are exactly
the result of our actions and our performances. They are also the result of our
commitment and of our respect for the machines and products, the people and
the philosophies of this collectivity, which we use to call values or policies.
Order, organization and cleaning � House-keeping
We have already seen this point, but it is good to repeat it. There is no way of
implementing a CP or eco-efficiency program if the company is not clean or if
the machines are not in good maintenance and operating conditions. Clean and
well-cared of machines and facilities perform better and are more efficient. The
esthetic beauty of the mill and the machines also infuses enthusiasm into
people. Everybody feels well in a beautiful environment, with flowers, trees,
proper facilities, clean toilets, etc. However, all this must be constructed by
everyone, it should not be the exclusive responsibility of an outsourced
26
company hired to keep the mill clean, or of the maintenance area, is this
understood?
Quality
Every company intending to make CP must have an installed quality program,
any of them, provided that it is �alive�. It may be an integrated management
system IS0 9001/14001 or some other kind. The CP program must be
integrated into that system and should not compete for people and resources
with that quality and management program.
Maintenance
It is fundamental that the maintenance of the mill be suitable and clean. Our
machines must be healthy in order that people do not become stressed and in
order not to cause pollution. Machines enduring frequent shutdowns and
breaks always spoil the environmental quality as a function of losses of fibers,
electric power, steam, chemicals, water, etc. Furthermore, they generate
rework and reprocesses, which are doubly problematic, as we will be wasting
inputs, energy, time, and money and reducing production, turnover, and profit.
Prevention at source
This is undoubtedly the basis of all actions turned towards eco-efficiency i.e. to
find where the problem is and to solve it in its origin. If there exist residues, if
there exist losses, if there exists pollution, if there exists rework, if there exist
inefficiencies, where are all they generated? Thereafter, we need to discover
the why(s), the wherefore(s) and the hows, in order to solve each problem
exactly there, where it is starting. It is only in an extreme case that it should
be thought of an end-of-pipe solution i.e. of establishing a treatment for
pollution control. This has already been seen, but it is always advantageous to
remind about it.
Attention to internal recycling and reuses
Internal recycling is very dangerous, we have already seen this. If we start
transferring our inefficiencies from one side of the mill to the other, we will be
going towards mass and energy unbalancing situations, what may be
dangerous. For this reason, it should be always tried to solve the problem in its
origin and not be thought of transferring it to somebody. This is what happens
for instance with many process waters. If the available water exceeds the
27
needs and copiously exists at some point, so that it is transferred to another
place in the mill. Soon, water will begin to superabound at many points and we
will not know why. This is very common, as nowadays just a few engineers can
read flowsheets, everything is left to be done by the process computers.
Furthermore, when an internal transfer is done, we soon forget about it, we
stop monitoring and controlling and rapidly the abuses start happening.
Something that was just a small transfer may soon turn into a very great and
unbalanced one.
But it should be clear that there are many situations where recycling is useful
and allows environmental improvements and closures in water flows. The only
thing I recommend in all situations involving reutilization of something, be it
solid, liquid or gaseous, is to do a deep analysis, taking into consideration
which impacts this recycling will bring to the area in question, as well as to the
other areas where it may have either direct or indirect effects.
To have as working routine everyone observing their residues
and wastes, understanding them, �talking to them�, in order to
avoid generating them
All of us generate residues due to our personal and operational actions. We
must learn how to look at these residues and losses. For this purpose, we must
acquire the ability of �talking� to the residues. We should ask them how they
were generated, who caused them, by which actions and by which machines.
Only like that, by means of a dialog with the losses, we will be able to
understand them and to reduce them. If we do not see the losses and
residues, if we do not �talk� to them, we are blind and dumb with regard to
them - we will be hardly able to reduce them by means of the CP or the eco-
efficiency tools.
Orientation to economical results via environmental
improvements
This is one more vital point regarding cleaner production i.e. to attribute an
economical value to our environmental improvements or to our losses,
whichever they are. Even a simple reduction in paper consumption of a
copying machine, by using both sheet sides, yields an economic and an
environmental result. These results are undoubtedly small, but they can add
up to many others and result in a rather significant figure.
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To calculate the value of each residue or garbage item
We will see later on how to make this valuation. The most important thing is
that everybody should become able to find a value for their wastes. Let�s
consider a very simple example. When using a chemical product supplied in a
drum, there may always remain some residual inside that container, in the
same way as some orange juice is left over in the bottle containing it, or some
yogurt remains in the little pot, after having been eaten that portion of it that
we can reach with the little spoon. All this has a value, as it is worth either as
raw material or as product, besides being also worth as the expense to wash
the containers, plus the treatment of the pollution generated when washing
them. This means that it is necessary to attribute an economic value to all this,
to see how much the problem is worth and up to which amount we are able to
spend, in order to solve it in an advantageous way.
To calculate the payback and the value of each CP improving
suggestion
We have just mentioned this point. If we have an opportunity of obtaining an
economic gain by solving the problem represented by a waste, how much the
solution will cost and how much the solution will yield us in terms of economic
gains? Let�s suppose that we will have an expense of $ 1,000.00 to build an
inclined support to place the drum containing liquid chemical product so that
the whole liquid is used in the process. If we save up $ 500.00 per month, by
using in this way the liquid that previously was lost, then the solution has a
payback of 2 months. In other words, the implemented improvement would
pay by itself in only 2 months. It is simple to understand and easy to explain
to everybody at the company.
To look at the problem from a developmental, instead of a
reductionistic perspective
One tends often to lose heart when grasping the dimension of the problem.
There are almost always many alternatives to solve it, in the whole or in
parts. We should always look at these challenges being sure that our
creativeness and the union of the team will help to solve it or minimize it.
In case we think already that the solution will be difficult or even impossible, it
will be better to entrust another team with the search for the solution.
29
To search for efficiencies and eco-efficiencies
Efficiency is defined as the way of doing something well. We are inefficient
when we are not succeeding in doing so well some operation or work.
Efficiency is a synonym of performance. If we have good efficiency we will do
well our task, with little waste, little rework and good results and quality. Good
operational efficiency results in less environmental impacts and in lower
consumption of natural resources: less fibers, less wood, less water, less
energy, less work, etc.
Eco-efficiency, as proposed by CEBDES � Brazilian Business Council for the
Sustainable Development, is composed of the following elements to be
pursued:
- To reduce at manufacturing the consumption of materials, goods and
services;
- To reduce at manufacturing the consumption of energy, goods and services;
- To reduce toxic and harmful products utilization;
- To intensify material recycling;
- To maximize the sustainable use of renewable resources;
- To extend product durability; - To aggregate value to the goods and services.
To develop simple and vital indicators
To know whether we are or are not doing well at our mill, we need
measurements. In any industrial activity it is essential to have quantification�s,
measures and indicators to pursue. But they cannot be in excess, so that we
do not even remember the target values. Each area should have its indicators
and specifications, always in the process of continuous improvements. We
should avoid complicated indicators, which nobody understands the meaning of
or the reason for their measurement. Besides the sectorial indicators, all
workers should also be committed to the overall indicators the company has.
To have real evidences of the environmental gains of each
opportunity worked on
To comply with the organizations of control and legislation and for the
development of nice sustainability reports, as well as to motivate us to strive
for a better environment.
30
To have real evidences of the process and product improvement
(quality, production, efficiency)
To comply with the technical and commercial managers� needs.
To have real evidences of the economic gains
To live up to the capital owners� expectations and to demonstrate the
importance of implementing the cleaner production and the eco-efficiency.
To have real evidences of people�s motivation
To comply with the social aspects of the program, since people are the
�drivers�, the organization engines.
To make all possible efforts to obtain the involvement of the
opinion-makers and the managers who hold the power at the
organization
To obtain support, not barriers.
To not lose heart, but on the contrary, to be always enthusiastic
There will be always difficulties, but there is nothing better than to face them
optimistically and sure that we will be giving the best of us to confront them.
==============================================
31
DO YOU KNOW THESE EXAMPLES ?
In many productive units, whether they are planted forest or pulp and
paper production mills, and even at any other kinds of factories, there is
always the opportunity to come across situations that are at least constraining,
examples of carelessness, lack of maintenance and disrespect to Nature and to
the very people working for the companies. The worst is that these same
people are responsible for letting these situations come to such an extent of
abandonment, negligence and non-commitment.
Just to report some examples, examine in your memory whether you
have already come across the examples that I will present, occurred at some
visited mill, or else at the very company you are working for! Which was your
reaction when seeing this? Did you let it be as it was, because you were not
responsible for it? Did you try to interfere, in order to help change the
situation? After all, all of us have different reactions, but the most common
one is not to care about and to justify it by thinking that these are things we
are not responsible for. Sometimes we keep grumbling at the others, as
though the �guilt� was always of other people and we had nothing to do with it.
If we behave in this way, we will not succeed in creating the better world we
are in search for.
Let�s now see whether you know some of these few examples presented,
which might compose, however, an enormous list of environmental, social and
operational �no-compliance�s�.
32
Do you know these examples?
All of them are examples of dirtier production:
Dirty electric installations, entangled wiring, electric boxes used as
cabinets, fuses left within the boxes, likewise for tools, etc.
Scraps, metal pieces, maintenance debris, plastic, timber left all over the
area.
Dirt left by the maintenance team after finishing their work.
Oil and grease residues, tow and rags, dirtying the environment and the
area.
Generalized disorganization at material and equipment stores,
workshops, warehouses, etc.
Material wastes disposed everywhere in the plant.
Stacks of badly conserved products and raw materials, left under the
rain, full of dust, etc.
33
Chemical dust, several types of dirt, paper, short logs of wood, chips,
etc., scattered all over the area.
Garbage collecting truck dirtier than the garbage which it transports.
Little plastic coffee drinking cups thrown everywhere on the floor.
Degraded and dirty sanitary installations/toilets, at the sight of which the
user hesitates to use them, in spite of being in need of doing so.
Individual protecting equipment thrown away, even in good conditions of
use.
Completely dirty machine basements, perfect pigsties.
Disorganized garbage, containing a lot of wasted raw materials. Mixed
garbage, good and rich material placed together with wastes.
Trucks running overloaded and letting residues drop everywhere in the
area and on the streets outside the company.
Steam relief�s at every moment by the boiler pressure relief valves.
Spare parts awaiting close to the main equipment, but all of them dirty,
rusty, dusty, etc.
Paint remains contaminating the area, favoring pitch smearing and
marks difficult to remove.
Loss and spill recovery systems in such a degraded state rather than in a
condition to recover anything.
Improper traffic and flows of vehicles, dirtying the area, damaging
piping�s, wiring�s, pallets, etc.
Negligence concerning safety (electric�s, expired fire-extinguishers, toxic
products in improper places, drums with chemical trash flowing out, no
respect to occupational health).
Tools, screws, nuts and spare parts in good condition lost over the area.
Residue areas and storage rooms without demarcation, without floor,
without alert warnings, etc.
Material leftovers in carboys, drums, sacks, etc.
34
Torrent flows of water, oils, effluents or liquors running along the streets.
Etc., etc., etc., etc.
For these and other reasons, whenever I present a course about CP I
use to make some quotations to stimulate people to stir to action against this
status quo of abandonment and non-commitment with the good, accepting the
more or less or the bad as normal.
They are as follows:
There can and must be dignity even in poverty and with money
shortage
Managers always excuse themselves for �minus world� situations by saying
that the company is cutting back costs, or that the cash is short. My friends,
these are excuses that do not justify themselves; money losses are much
higher when we do not care about the health of our machines, people, and
mills.
Examine your garbage every day and look at what you are
throwing away
If we take the trouble of having a look at what we are throwing away, we will
be surprised, as there are things that should never be in the garbage, bound
to occupy a space in the sanitary landfills. Or else, you may be surprised by
finding things that should not even have entered the mill.
Give a broom to each company worker as a trophy to be used
Cleanliness is achieved by working. To sweep and to take care of one�s area
should not be considered as �shameful� by anyone. I have run companies
where we have created the �good house-keeping day�, where all at the mill do
a general �house-keeping� in offices, floors, machines, virtual garbage, etc. It
is an example to everybody to see company directors and managers i.e. top
executives together with general employees, everyone involved in sweeping
corridors, cleaning machines, putting in order their desks, deleting obsolete
virtual garbage from their computers, etc., etc. The ideal situation would be
everyone putting this cleaning action into practice every day, which is achieved
with awareness, but with exaction as well.
35
Take care with concealed residues or internal recycling
Whenever we find a recycling for something, we tend to forget about that item,
thinking that it is already solved. Recycling is a second-class environmental
measure, as it implies the occurrence of a loss or a waste. We have already
addressed this point, but it is always good to remind about it. Without losses
there is nothing to recycle. In general only valuable things are recycled: paper,
steel, aluminum, water, etc. Nobody is interested in recycling garbage which is
really garbage. Therefore, much attention should be paid to recycled water,
recycled chemicals, recycled pulp broke, etc. All of them are wastes that
should be corrected where the problem has its roots. I always say that a clean
mill is that having a very small recycling station due to lack of wastes.
Pay much attention to the moments everything is excellent in the
company�s production operation: maybe we will discover the
optimum conditions for its operation
One of the things I am most surprised at is that our technicians are always
working out detailed graphs and tables in their computers, in order to �justify�
mill operating problems. I call such a behavior �management by justifications�.
When the mill is operating very well, they are satisfied to be cheerful, making
even a holiday of it, in order to make a payment at the bank or to have an
appointment with the physician or the dentist. It is amazing: if the mill is
operating very well, this is the very moment to look for the causes for its good
runnability, in order to try to reproduce this in the future. Would it be a new
raw material or a new type of wood? Or else, did some new chemical enter the
process? Would it not be related to the calibration of an automation and
control equipment by the maintenance personnel? If we come across a
situation characterized by one to two weeks of few breaks and shutdowns at
the mill, why would this have occurred? This is exactly the moment to look for
the truths of the �plus world�, not the justifications we look for at the moments
of crises.
Create the campaign �Adopt a tree� and plant your �Friendship
Tree Garden�
I consider to be wonderful some campaigns conducted by certain companies,
by planting trees, as it is the case of the �Friendship Tree Garden� owned by
CENIBRA, where friends of the company plant trees in order to forest the mill
surroundings. Such a practice might be extended to the employees, who might
plant and take care of their trees, by adopting them. I have already put it into
practice at many mills and everybody becomes very happy to visit and to
follow �their tree�, as it is growing up. �Our tree� becomes even a tourist
36
attraction, which whenever possible we will show to some visitor or to our
family, when they will come to visit the mill or our forest. This is a way of
humanizing our companies by means of Nature.
==============================================
THE FOUNDATIONS TO BUILD A CLEANER PRODUCTION PROGRAM
AND ITS IMPLEMENTING STEPS
In a previous section, we had the opportunity to report which are the
key factors for a successful implementation of a CP or eco-efficiency program
at a company. There exist several similar procedures for loss and waste
reduction at the companies. They are called in different ways, but are alike:
�zero emission program�, �Kaizen�, �production without losses�, �total quality�,
5 S�s, etc., etc. All of them have as their basic foundation the clean production,
with lower wastes, losses, inefficiencies, reprocesses and rework.
I have worked much with the conceptual and practical fundamentals
developed by CNTL � Brazilian National Cleaner Production Center
(http://www.senairs.org.br/cntl) -, an entity of SENAI/FIERGS system, in the
State of Rio Grande do Sul. It consists in a simple methodology, which is easy
to assimilate by everybody and fits in with the systems of environmental
management ISO 14001 type, occupational health and security as OHSAS
18001, etc.
The basic foundations for the success of this methodology are:
Full program adoption by the company�s top management;
37
Effective participation of managerial levels;
Creation of voluntary teams of employees, called �eco-teams�, which
may be either sectorial or multi-sectorial.
Search for losses wherever they are;
Valuation for each of the losses or wastes;
Identification of alternative solutions for �killing� the losses and wastes in
the origin of the problem;
Quantification of economical, environmental and social gains.
The focus is always on the identification of the loss and residue
generating causes, involving workers, supervisors and managers. The
productive process must be carefully dissected and evaluated with regard to its
efficiencies and inefficiencies, environmental impacts and pollution and residue
generation. Thereafter, the group identifies and values the technical
opportunities to eliminate or to reduce them. A comparison of the BEFORE
(with losses and residues) is established with the AFTER (after implementing
the chosen alternative). Each alternative is considered from an economical
point of view, associated with environmental and social standpoints: what it
aggregates as return to the company, to the environment and to the people
involved (employees and community).
The following items are valued by the teams:
Good operational practices;
Elimination of unnecessary services and activities (�silly services or
nonsense procedures�);
Methodology, process or technology modifications;
Recycling and reuses;
By-product sales;
Modifications at the residues life-cycle, quality, etc., etc.
When the eco-team is unable to find any alternatives to solve the
problem in its origin, it may accept an end-of-pipe solution as a temporary
solution, until new changes will allow solving the problem in a more eco-
efficient way. This is due to the fact that the end-of-pipe technology expenses
are just and exclusively costs, they do not bring any financial return,
sometimes even generating other residues (sludge, ashes, etc.). Nonetheless,
in many situations they are the only viable alternatives at the moment.
The unquestionable truth motivating all this effort is that the companies
spend much more than they need. If they spend better their available inputs
and resources they will be cleaner and more profitable. Even the most
developed and well-managed companies may offer opportunities of
improvements and environmental, social and economical gains. All of them
38
always have some kind of inefficiency or generate some type of pollution or
waste.
Just to remind once again the main causes of pollution or waste generation:
Input and raw material waste;
Poor manufacturing;
Inadequate input, product and equipment specifications;
Improper material handling;
No suitable maintenance;
No planning for production, purchasing and sales;
Inadequate logistics;
Inappropriate technological project engineering;
Improper use of technologies;
Insufficient operator training and commitment;
Internal layout;
No contingency plans for poor operation, emergencies or accidents;
Etc., etc.
Any CP program deserves to be implemented stage by stage. By the
methodology put into practice by us, which we tried to adapt from the basic
concepts developed by CNTL, we do this in three stages.
Stage 1: CP and eco-efficiency culture promotion through the
preliminary identification of simple opportunities
This is a stage of infusing enthusiasm into the people. As there is much
to be done, the ideas appear quickly and in abundance. The gains are easily
quantifiable and achieved in short term. In general, many ideas are connected
with reduction in water consumption, electricity bill, food waste, etc. Many of
these ideas are of extremely easy implementation, as they are a result of
�established wasting procedures� or of the �waste culture�, etc. All this is very
good, as the involved people learn rapidly to begin to notice cases of waste
and to value them in economical, environmental and social terms. The recently
created teams are motivated and trained. They begin to apply the concepts,
identify losses, propose solutions and to value the opportunities.
In spite of the mobilization achieved in this stage, barriers to be
evaluated and overcome begin also to appear. These barriers can be
behavioral, managerial, financial, technical, legal, etc. They often appear
39
Preliminary survey with technical
analysis
Commitment
+
Sensitization
Opportunities Barriers
together, to make it a little difficult to implant the program, but all this is quite
natural, all this belongs to the game and we must be aware of it.
This is the exact moment at which the people involved in the program
learn to recognize and to treat the generated losses and residues. For this
purpose, the eco-teams should take the following steps:
To select the area of study (to define the limits for action);
To define which projects will be evaluated;
To form the teams for each project;
To train, to qualify and to educate the teams about the technologies of the
studied area (�to become well-acquainted with the process to be worked
on�);
To identify the losses and residues generated (the major losses and the
losses associated therewith in that or in other related areas);
To define the causes for the losses found in the specific area of evaluation;
To establish quantification and measurement procedures;
To collect data with credibility and reliability;
To value the identified losses and residues;
To identify possible technological solutions;
CP
40
Opportunities Valuation:
Environmental,
Social,
Economic.
Promotion of the
Cleaner Production
culture
To create the teams to work the
opportunities
- ECO-TEAMS -
To identify the barriers to overcome;
To select the most attractive solutions;
To engineer the solution, to identify costs, returns, etc.;
To define priorities;
To implement the project;
To reevaluate losses and efficiencies after the project implementation and
to compare the �before� to the �after�;
To establish indicators to guarantee the sustainability of the implemented
improvement.
Stage 2: �Unveiling the process intimacies�
In this stage 2, more sophisticated process analyses are already looked
for, trying to better find the inputs and outputs, the efficiencies, the most vital
indicators, their benchmarks, etc. In general, energy and material (mass)
balances are required in this stage, besides more difficult measurements of
CP
41
Process Flowsheet
Analyses
Mass & Energy Balances � Sector by Sector
Impacts, indicators, Efficiencies and controls
Losses Inputs
Outputs
CP
New
opportunities
New
valuations
Environmental and
operational
performance
indicators
flows, concentrations, emissions, etc. The waste may be often
concealed/hidden, difficult to be visualized by the team. Hence, the need to
denude the process, to �talk to the equipment and to the process itself�, etc.
Every process presents a certain level of inefficiency, there are hardly
processes with 100% yield. Hence, the need to unveil its mysteries. At that
moment, benchmarking becomes important, as the energy and mass balances
will provide us with interesting and vital data for our judgement. By
comparing these indicators with those from companies considered to be
models/benchmarks, or with the data corresponding to the best technologies
available, we will obtain indications of the ways we can select for the best eco-
efficiency. Likewise, in this stage 2, the operational performance
measurements, the loss and waste valuations, the creation of environmental
and operational indicators, etc., go on i.e. the same tools are used, but in a
more incisive and deeper way.
42
Stage 3: Cleaner technologies and products
This is the maturity stage of the program. After the fruitful attacks in
both previous stages, the losses, the residues, the pollution and the wastes
have a considerable reduction. The following step would be the change of
technological level, in both processes and products. The product eco-design
and the implementation of cleaner technologies begin to receive evaluations to
be implemented. We will speak about cleaner technologies for the pulp and
paper sector in another section later on.
The eco-design of the products is a process involving their life cycle
evaluation (�from the cradle to the grave�), trying to alter their impacts,
minimize their environmental negative effects and guarantee better
performances and durability for the consumers. When promoting the eco-
design of a product, one is determined to:
� Minimize the consumption of materials for its manufacturing;
� Avoid using dangerous raw materials;
� Use renewable resources, as the case also of fuels;
� Extend the service life time;
� Allow recycling;
� Allow upgrading or modernization�s;
� Generate little wastes at manufacturing; � Let it have a clean death at the end of its use.
With these practices, the company becomes cleaner, more efficient and
more attractive for the investors. The products may be even environmentally
labelled, the company�s image is definitively improved and the share values at
the stock exchange markets can be maximized. The legal aspects will be hardly
a source of concern and the relations with the interested parties can likewise
develop with transparency and maturity.
Hard work is required to reach this comfortable situation. It is not
recommended to go through these proposed stages in a hurry and out of
order, it is important to overcome first both initial stages. As a matter of fact,
the three stages can develop simultaneously, but we cannot want to begin by
the third one. If the concepts and good practices are not very well developed
during stages 1 and 2, stage 3 would have little chance of success, if it were
implemented at once. The simple purchase of cleaner technologies and the
changes in the concepts of the ecological design of the products might get
easily lost in case the workers� teams are not able to value the eco-efficiency.
A clean technology may be easily converted into a dirty technology by poor
operation and little attention paid to the environmental indicators. Likewise, a
product designed to be environmentally correct may be converted into a
product like the remaining ones, with its environmental negative impacts
greatly enlarged by the low sensitivity of the company�s people manufacturing
43
it. For these reasons, the ideal procedure is to take safe and not very hasty
steps, the speed of which may be controlled by the conquests aimed at in the
chronogram. More radical changes are more effectively conquered and
sustained when people experience them and get involved with them. And such
a process is gradual, as it changes the technology, changes the product, but it
must also change the organizational culture and people�s behavior.
==============================================
MASS AND ENERGY BALANCES
AS CLEANER PRODUCTION TOOLS
Working out mass flow and energy transfer and utilization balances
belongs to the strategies to minimize or to eliminate the losses and to find the
inefficiencies. A material or mass flow balance consists in fact in following the
way the materials (elements, compounds, substances) run along the
production process. They may be done either in a wide scope, involving control
units or with a scope as wide as the whole mill, or an area of the company.
Process A Process B
By-products
Emissions Solid wastes
Products
Inputs
44
They may be also applied to a small process, system or even to a simple
equipment. A material or mass balance is based on the mass conservation
principle, which defends that everything entering a process or a system must
leave it in some way, after deducting the fractions that remain stored in it.
However, there are situations where there occur chemical reactions with
material changes in terms of weights, physical states and/or volumes. They
must be also taken into account. Thus, for more complex balances it would be
good to have the participation of people with technical qualification to apply
them.
The eco-balances or mass and energy balances with environmental
purposes are carried out to observe the environmental or ecological effects of
the process in evaluation. Since there exist losses or residue generation in this
process, which turn into pollution, the balances allow identifying and
quantifying them better.
Then the eco-balances have the following purposes:
To identify the ways followed by the raw materials through the company,
as well as their points of accumulation, storage, transformation and
losses;
To identify the points where the residues and the polluting emissions
appear in the process;
To define measuring priorities;
To quantify the losses and emissions;
To identify the inefficiencies;
To value the losses and the wastes;
To establish manners of minimizing the inefficiencies;
To identify costs and returns involved;
To create simple and vital indicators.
The following definitions are required to apply energy and mass balances:
Which is the process or step one desires to monitor?
Which are the parameters one desires to evaluate?
What is the control unit (scope, or what is included in the study and what
is not...)?;
Which are the inlet and outlet flows into and from this control unit?
Which are the identified intermediate and final storage�s?
Which is the period of evaluation?
Which are the identified vital stages and key operations?
Which are the interrelations between the found variables?
Then a basic flowsheet should be drawn, containing the inlet and outlet
flows plus the storage�s, accumulations and detected chemical transformations.
To do all this, the most reliable measurements or data as possible are
45
required, often unavailable at the company, such as: temperatures,
pressures, flows, concentrations, consistencies, storage levels, etc.
If possible, an Excel type or similar spreadsheet should be developed,
so as to transform this balance into a process optimization tool for the
operators.
As the balance is ready in its several stages, the final stage is the
interpretation of the data obtained, by means of which it will be possible to
calculate several measures of efficiencies, yields and qualities of operations.
These determinations may be associated with costs, which facilitates decision
making for the cases where investments are required.
In the following, some suggestions are listed for the improvement
teams carrying out their material or energy balances:
To conduct the flow analyses by steps;
Estimations are better than not to do anything or to give up;
Estimations can be gradually improved as progresses are obtained in
information and data collections, preliminary tests, simulations,
gaugings, etc.;
To use simple and calibrated measuring instruments;
To develop indicators of performance and environmental impacts;
To test the finished mass & energy balance accuracy, checking it with the
practical data (how near to the practical data are the data estimated by
the balance?)
When required, ask the equipment suppliers for information;
To transform the balance data into formats and reports that can be
understood by the groups who must be persuaded to take advantage of
the data obtained (include currency units, operational performance
measurements, control tables and graphs, photos, etc., etc.)
==============================================
46
OPERATIONAL PERFORMANCE AND PROCESS CONTROL
We know that there exists a rather true and even fundamental rule for
the pulp and paper sector, which reads as follows:
�Production is the great priority, the machines cannot stop�
Then, how to break the paradigms associated with this rule, that may
be extremely harmful to the environment and to the process and the product
qualities? How to guarantee high productions thanks to the better efficiencies
of the machines and the people operating the machines? In this section, we
will discourse on the operational performance and on the ways of improving it
and consequently also increasing the eco-efficiency. After all, mills operating
well and with minimum wastes generate less pollution, less residues, less
broke and better results. This is one of the major foundations of eco-
efficiency. When the production is better carried out, the environmental
impacts decrease.
The good machine runnability and process performance are the dreams
of all managers and operators of a Eucalyptus pulp or paper mills all over the
world. Everybody knows that when producing with a sustained production
capacity, the machines will stop less, will generate a larger amount of correctly
manufactured products and will waste less steam, less electric power and less
fibers and the work will be facilitated and less stressful. Machine shutdowns
always involve problems, especially those associated with losses. The latter in
turn will be transformed into pollution or give rise to reworks and reprocessing.
Furthermore, until the machines will resume their previous rhythm, new
amounts of energy and raw materials are consumed, besides the fact that this
new production may be off-grade, out of the product specification limits. The
rejected products will require reclassifications, reprocessing, higher
47
consumption�s; there will be more losses and further costs. A great waste of
natural resources and time!
In short, a large part of our wastes originates from the poor or
mediocre operational performance.
To reinforce the concept, let�s have a look at what we lose or which
problems are generated by a poor operational performance:
Lost raw materials;
Machine shutdown time;
Machines running below their capacities;
Longer idleness in the process;
Wasted energy (steam and electricity);
Lost fibers;
Lower yields;
High stored amounts of raw materials ands products, which means
higher working capital required;
Larger amounts of broke, which mean lower proportions of correctly
manufactured products, as they should be according to the
specifications;
Higher broke reprocessing required;
Disorganization on the work, resulting in accumulation and rework;
Production planning, purchases, sales are not fully fulfilled;
More machine maintenance requirements;
Customers receiving off-graded products or not receiving products at all,
due to unavailability of products in due conditions to be forwarded to
them (customer loss, as consequence);
Higher water consumption resulting in overflows, drainages, due to flow
unbalancing, etc.;
Loss of workers� motivation.
All this appears in the form of higher costs, more pollution, more
residues to treat and to dispose of and much poorer business results. Our
inefficiencies will be directed towards higher production costs, lower results for
the company and larger amounts of residues/pollution. Absolutely true and
unquestionable. Thousands of practical examples confirm what is being said.
Nowadays, there is no way any longer to transfer the inefficiencies to
the customers by increasing the sales prices of the products. These prices are
driven by the market. If we lose more, if we waste more, our results will be
poorer, it is perfectly understandable, do you agree? In other words, the profit
of the company is done by ourselves, not just by the financial area. Since it is
not worth while to throw money away, let�s plunge into this fight with good will
and determination. We are our company, remember this. It is incumbent upon
us to do our part.
48
In terms of human resources, we should remind that:
�People can:
Know or not know;
Want or not want;
Do or not do;
Do well or do badly.�
�We need people who know, want, do and do well.�
There are often so obvious things to improve, that we are even
ashamed of saying how and why we have not yet done them. After all, this is
once again a behavior of conformed, not sensitized human beings, totally blind
to the opportunities.
The efficiency or operational performance measurement is a way of
checking the conformity of our performance with the excellence objectives we
may have for our mill or our machines. It is very important that the companies
monitor themselves with regard to objectives associated with operational
performance indicators. ABTCP � Brazilian Technical Association of Pulp and
Paper � has made a great effort to develop indicators that may serve as
benchmarking for the companies of that sector in Brazil. This can be
confirmed by the various publications the entity has launched about this
subject. There are several working groups engaged in this development for the
pulp and paper manufacturing and liquor recovery cycle. Reference and
benchmarking indices are developed for the mills to compare themselves on
both domestic and international level.
Whenever we want to know how competent we have been to operate
our mills and our machines, we can look at some performance indicators we
are measuring. The most usual ones are as follows:
Machine availability: it is the proportion of hours, expressed in
percentage, that our machine under consideration was available to
operate with regard to the total scheduled calendar hours. For example,
if we have 99% availability for our pulp production digester, this means
that it was in a position to be operated during 99% of the scheduled
calendar time.
Use of the time with regard to the availability: it is the proportion of the
effectively used time to the time available for operation. In case a
digester has taken advantage of only 95% of the time made available for
its operation, this is possibly due to other mill areas which prevented it
from operating, such as: causticising (lack of white liquor); recovery
49
Digester production
300500700900
110013001500
1 17 33 49 65 81 97 113
129
145
161
177
193
209
225
241
Day
Dig
este
r
pro
du
cti
on
( a
dt/
day )
boiler (lack of burning capacity); turbo-generator (electric power
shortage), power boiler (steam shortage), etc. In such cases, the lost
production is irreversible, the heart of the mill stopped operating and the
market pulp or finished paper will be correspondly reduced as tonnage�s
of saleable products.
Performance with regard to the sustainable production speed or flow: it
is the relationship between the effectively practiced production and the
production considered to be sustainable for our manufacturing unit. For
example, our digester may have a sustained production capacity of
1,250 adt/day, but during the month, during the time it has operated, it
produced on average 1,180. Therefore, it is below its capacity and yields
lower results to the company. Then its flow or speed efficiency will be:
100 x (1,180/1,250) = 94.4%.
Each company has a sustainable production capacity. The same
equipment may perform better at one company, as compared to other ones.
There are several criteria to determine which is the sustainable production
capacity. In general, they are related to typical dayly productions, as the
untypical days, in which there were stocks accumulations, among other things,
are discarded. Ranging the daily productions in decreasing order for a longer
period of operation, as for instance, for the last semester or year, it can be
considered to be sustainable the production that was achieved in the range of
the first 10 to 20% of the ordered operating days. This means that the mill has
productive capacity to produce it and if it does not do it continuously, this only
occurs due to problems which must be discovered, managed and optimized.
Sustainable digester production: 1,250 adt/day
50
Quality yield: it is the percent relationship between the amount of
accepted product and the total amount of manufactured product. Let�s
say that our kraft digester had several production anomalies and as a
consequence it produced larger amounts of rejects (not completely
cooked chips). Instead of pulp within the predefined kappa number
limits, it generated more knots or uncooked rejects. In general, the
amounts were 0.5% air dried pulp basis and increased to 2%, which
means that the digester knot or reject generation grew for a certain
period by 1.5% dried pulp basis. Now let�s suppose that this only
occurred during 24 hours in a month of 700 operating hours. Based on
these data, a loss of 10 tons of pulp in the month can be calculated,
which would then result in 0.03% yield loss, or 99.97% accepted quality
yield.
Loss due to the broke that must be reprocessed (when this occurs):
Reprocessing the broke implies using the machine capacity to rework
something that should be already finished and/or even sold. When
recycling an exceptionally higher reject to the digester feeding line, we
will be reducing its capacity to produce more pulp, since less virgin chips
will be fed due to the fact that the reject is being sent back to the
digester. The reject occupies room of the useful digester volume, which
might be used by virgin chips instead of it. In our example, this
corresponds to about 7 tons lost during those 24 poor operation hours.
Then the loss would correspond to 0.02% and the yield of that stage to
99.98%.
Global efficiency (GE): it is obtained by multiplying the different partial
indices i.e. =
GE = 0.99 x 0.95 x 0.944 x 0.9997 x 0.9998 = 0.8874 (or
88.7%)
We have lost over 10% of our capacity to produce well as a function of
miscellaneous problems. Thus, we will be worsening the utilization of valuable
natural resources, such as: electric power, water, wood, fibers, steam, caustic
soda, etc.
Starting from these data and operational performance, our managers
and operators can conduct more detailed analyses, as already mentioned in
the item about basic eco-efficiency and cleaner production concepts.
51
Among these reflections, the following can be highlighted:
Which are the critical processes of the area in question?
Which are the key operations, the vital ones, causing enormous
inefficiencies if not carefully managed?
Which are the vital indicators to be measured and which are their
optimum levels?
How reliable are the data being shown on the process control
computer screens? And those from evaluations made by the
laboratory, maintenance, operation, etc.?
Which are the sustainable capacities of the machines under our
responsibility?
Which are the major items causing losses in the area under analysis?
Which are the major cost generating items?
Which are the costs of our poor (or not so good) operation?
Which are the causes of inefficiencies or losses, wastes, reworks,
broke, wastes, off-grades, residues, etc. in the area?
What do these losses amount to in physical and economic terms?
Which are the shutdown and idle times?
Which are the causes of reduction in machine production?
Which are the intermediate and product stocks and which are their
rotations?
Which are the opportunities to simplify, rationalize and improve the
process?
Which are the opportunities to reduce wastes and to improve
efficiencies?
Which is the value of each opportunity in economic, environmental
and social terms?
Which is the payback of each evaluated opportunity to optimize
performance and efficiencies?
For all these evaluations and analyses to be suitably carried out,
operators and managers must be attentive to 12 basic process management
rules, as follows:
Rule 01: Focus on the external and internal customer;
Rule 02: To develop leadership and to practice delegation / empowerment;
Rule 03: To involve, sensitize and commit the people;
Rule 04: To understand the process very well;
Rule 05: To like or even to love to work with technical, operational and
people�s management;
52
Rule 06: To strive for continuous improvement;
Rule 07: To speed up the decision making process;
Rule 08: To commit oneself to complying with the strategically decided
implementations;
Rule 09: To monitor, measure and control the implementation process, in
order to guarantee the good quality of the opportunity being implemented, as
well as to sustain the achieved improvements;
Rule 10: To have the process aligned with the strategies of the company;
Rule 11: To avoid an excess of bureaucracy, controls, explanations,
justifications, documentation�s, etc.
Rule 12: To rejoice, celebrate and recognize the gains achieved by the team
and the people involved in the process of developing eco-efficiency and cleaner
production at the company.
After all, nothing different from any other kind of program, all of them
implying that success is achieved by enthusiasm, motivation and dedication of
the team, as well as of the leaderships involved.
==============================================
53
Re
su
lts
Efforts
VALUING WASTES, RESIDUES AND INEFFICIENCIES, WITH THE
FOCUS ON SUSTAINABILITY
The decisive step for our activity of developing eco-efficient solutions for
our Eucalyptus pulp and paper manufacturing process is to know how to
quantify the wastes we are generating in their economic, environmental and
social values. It is only by means of a suitable quantification and valuation that
we will be able to know whether the alternatives we have available to solve the
problem are efficient, cost-effective and capable of complying with the
purposes of sustainability. It should be born in mind that by sustainability it is
understood to thoroughly comply with the three pillars of sustainable
development: the economical, the social and the environmental one.
To facilitate this evaluation, we have developed a simple procedure,
which aims at analyzing the poor operational efficiency problem we are having,
which is leading to wastes and inefficiencies. Thus we try to find the real losses
and their values in terms of sustainability.
We will try to show this procedure in the form of a case study, with the
purpose of exemplifying the ways of unfolding the problem in terms of its
quantities and values.
In the chapters to follow about this theme in our Eucalyptus Online
Book we will present numerous possibilities, opportunities and alternatives for
a cleaner and more eco-efficient production in this business segment,
dissecting it in three of its sectors: forest-related, pulp production and paper
production. Those new chapters will continue the present one you are reading
now, in order to make you better acquainted with the tool we have been using.
54
Then let�s call this exercise, that will be done step by step, as follows:
�Managing and selecting eco-efficiency and cleaner production
opportunities for the pulp and paper industry�.
Each of the 14 steps will be given a denomination and should be taken in its
chronological order. Trying to anticipate the action by jumping steps might
result in an incomplete evaluation and this in turn might impair our conclusions
and decisions.
Case study: Effect of poor pulp washing (�hidden waste� in the form of
chemical and organic �carry-over�)
Step 01: Detailed problem description
We have chosen as example a problem that is rather common in our
industrial pulp manufacturing sector: the pulp washing before pulp is sent to
bleaching. When this process is unsuitably carried out, the pulp carries along
more dissolved organic matter and alkaline compounds (NaOH, Na2S, Na2CO3)
to the first bleaching stage, consuming more chemical reagents and generating
more pollution. In that bleaching stage those pulp contaminants will consume
more active chlorine, will increase the bleaching costs, will generate additional
pollution to be treated and eventually may reduce the mill production.
Let�s then describe our problem in detail:
Our mill produces bleached Eucalyptus pulp by the kraft process by
means of cooking in a continuous digester, followed by oxygen delignification,
pulp washing, screening and bleaching in a 4-stage sequence (DoEopDP). The
active chlorine consumption in both chlorine dioxide stages amounts to 30 kg
active chlorine per bone dry ton (bdt) of pulp at bleaching inlet: 22 kg/bdt are
applied in the first ClO2 stage and 8 kg/bdt in the second one.
The mill produces per day the equivalent to 1,900 bdt of unbleached
oxygen delignified pulp, which corresponds to a final bleached pulp production
of 2,000 air dried tons (adt) per day. However, the mill has enough capacity
to increase this production by further 100 adt/day of bleached pulp without
any problems, as it has capacity room in kraft cooking, oxygen delignification,
55
bleaching, drying, causticising and lime kiln, evaporation and recovery boiler
areas.
The two present production bottlenecks correspond to brown pulp
washing and chlorine dioxide production. The pulp washing plant was poorly
engineered and showed to be insufficient to meet this present production. As a
consequence, it poorly washes the pulp and delivers it to bleaching at the final
washing press outlet at a lower consistency than the project value (project =
30% and present = 25%). Thus, the alkaline loss in kg NaOH/bdt of delignified
pulp, which should be 8 kg NaOH/bdt, corresponds to 12. The organic matter
carry-over in COD (Chemical Oxygen Demand) is also well above the target
value of the project (project = 10 kg COD/bdt; at present = 15 kg COD/bdt).
The result of such conditions is disastrous for the active chlorine consumption
in the first chlorine dioxide stage, as there is a consumption of 22 kg/bdt,
while just 19 kg/bdt might be consumed in case the pulp were washed
according to the project specifications.
There is also an important limitation at the chlorine dioxide generating
plant. Its maximum daily production capacity is 57 tons of active chlorine or
21.7 tons of chlorine dioxide as such. In case pulp washing section was
capable of meeting the values specified in the project, the total active chlorine
consumption in both ClO2 stages would decrease to 27 kg/bdt. Thus, the 57
tons daily produced by the chemical plant would be sufficient to bleach 2,111
bdt/day of unbleached delignified pulp. This means that the mill would have
capacity to easily produce the additional 100 tons (adt) per day of bleached
pulp, which is the dream of the company�s managers and technicians. Without
limitations in terms of raw materials, inputs and technologies, poor washing
and the chlorine dioxide generating plant are preventing this dream from
becoming reality. In the present situation, the company has an excessive
chlorine dioxide consumption, a �luxury consumption�, due to the excess of
contaminated filtrate, which carries along inefficiencies to the first ClO2 stage.
Step 02: Problem interpretation
Our mill has a �hidden waste� in its process. It is an additional amount
of a dirtier filtrate in terms of organic matter and alkaline compounds, which
the delignified pulp carries to the bleaching process. This occurs due to a
deficiency of the unbleached pulp washing step and this hidden waste will
demand a certain chlorine dioxide and acid additional consumption�s at
bleaching, thus increasing pollution, increasing costs, impairing pulp quality by
�overchlorination � chemical overcharging� and reducing the production
capacity of the mill, since the chlorine dioxide production is limited. These facts
are leading as well to an increase in pollution to be treated and a higher
generation of sludge and final pollutants.
56
Step 03: Preparation of an input and output flowsheet in order to
identify the problem and its interference�s within the area and with
other mill areas
There are several ways of doing this, from which we have opted for a
simpler but equally efficient one. Therein, we describe the process from wood
and liquor inlet into the digester to the bleaching stage outlet. Thus, we try to
identify the inputs and outputs of each control volume. This will make easier to
understand how our poor washing interferes with other areas of the process,
not only with the oxygen delignified pulp bleaching.
Material Inputs Process Stage Outputs
Wood chips
Water
White liquor
Steam
Recycled black
liquor
1 � Kraft digester
Kraft pulp
Cooking rejects
Shives
Residual black
liquor
Heat along with
the pulp and
liquids
Flashed steam
Material Inputs Process Stage Outputs
Dirty pulp
Black liquor
Fibrous
contaminants
(rejects and
shives)
Washing water
Washing
condensates
Chemical drainage
agents,
surfactants, etc.
Anti-pitch
chemicals
2 � Unbleached Pulp
Washing and
Screening
Dirty filtrate to
evaporation
Washed
unbleached pulp
Rejects
Shives
Lost fibers in the
washing filtrates
to evaporation
Chemical and
organic carry-over
with the pulp
Heat with the pulp
stock and filtrates
57
Material Inputs Process Stage Outputs
Washed and
screened pulp
Oxygen
Caustic soda
Filtrate with
chemical and
organic carry-over
Shives
Steam and heat
3 � Oxygen
delignification
Delignified pulp
Residual filtrates
Fiber losses
Organic and
chemical carry-
over along with
the pulp, in the
filtrate
Heat
accompanying the
pulp and filtrates
Shives
Material Inputs
Process Stage Outputs
Washed
unbleached pulp
Dirty filtrate
Fibrous
contaminants
(shives)
Process water
and/or washing
liquid / filtrates
COD
NaOH, Na2S,
Na2CO3, etc.
Heat
accompanying the
pulp and the
filtrate
4 � Oxygen
Delignified Pulp
Washing
Dirty filtrate for
unbleached pulp
washing
Washed oxygen
delignified pulp
Shives
Lost fibers in the
washing filtrates
Chemical and
organic carry-over
with the pulp
Heat
accompanying the
pulp and the
filtrate
58
Material Inputs Process Stage Outputs
Washed and
screened
delignified pulp
Chemical and
organic carry-over
along with the
pulp
Heat due to the
pulp temperature
Oxidizing
bleaching
chemicals
Steam
Caustic soda
Anti-pitch products
Process washing
clean water
Washing filtrates
coming from the
drying machine
5 � Pulp Bleaching
Bleached pulp
Acid and alkaline
filtrates to the
effluent
Lost fibers in the
effluents
Residual
chemicals
compounds
AOX
Organic load
(COD) in the
effluents
Ions (sodium,
chlorides,
chlorates, etc.)
Lost heat along
with the filtrates
Let�s now evaluate step 4, where a chemical and organic carry-over charge
gets in excess to the desired amount along with the washed and screened
delignified pulp.
Step 04: Identification of the problems associated with this deficient
washing
Deficient washing brings about a series of undesirable production,
environmental and economic problems, such as:
1. Washing efficiency fluctuations;
2. Quality fluctuations of the produced bleached pulp;
3. Additional fiber losses at washing and bleaching due to operational
overloads due to lower stock consistency;
59
4. Higher active chlorine consumption at bleaching;
5. Higher consumption of acid used to correct the pH in the first bleaching
chlorine dioxide stage;
6. Higher COD load in the acid and alkaline bleaching filtrates;
7. Higher concentration of COD, Na+, Cl
- and ClO3
- in the raw and treated mill
effluents;
8. Higher generation of secondary sludge at the WWTP - Waste Water
Treatment Plant;
9. Higher concentration of AOX and OX (Halogenated Organic Compounds) in
the effluent and in the bleached pulp;
10. Increased eco-toxicological sludge and effluent aggressiveness;
11. Significant operational and economic production losses to the mill due to
chlorine dioxide scarcity, thus failing to meet the increase on production due
to the additional COD and chemical pulp carry-over;
12. Increased heat loss along with the washed delignified pulp filtrate, due to
the lower pulp consistency when being forwarded to bleaching;
13. Lower final bleached pulp quality in terms of its viscosity and its intrinsic
strengths, due to the higher chemical active chlorine charge applied along
the bleaching line;
14. Higher consumption�s of other chemicals in the bleaching process, due to
the cascade carry-over effect, very common in these poor initial pulp
washing situations.
Step 05: Identification of the possible causes and potential damages
for the problems reported in step 04
The best way of practicing this step is working out a series of questions
with regard to the process. This may involve the operators and the managers.
Thus, the eco-team working on the problem can try to find the problem major
causes.
The suggested questions are as follows:
1. Are the present equipment operating and maintenance practices in
accordance with the best practices for this kind of system? Are the
manufacturers� handbook recommendations being complied by the
operation at our plant?
2. Is the equipment design and project capacity being complied with? If not,
which would be the discrepancies and for which factors (speeds,
temperatures, vacua, pressures, rhythms, flows, consistencies, etc.)?
60
3. Does the present process and automation control state affect the
performance of the system, thereby reducing its efficiency?
4. Is the present technology obsolete and has for this reason an impact on the
poor performance and on the generation of this carry-over residue and
worse pulp consistency after washing?
5. Which would be the benchmark values for this operation and loss levels?
6. Would the pulp type, its raw material, its cooking and delignification levels,
its fibrous constitution, the presence of bark fibers, etc., be affecting the
pulp washing performance?
7. Might the qualities and quantities of filtrates, condensates and clean process
water be influencing pulp washing?
8. Are the operators aware, motivated, trained? Have they indicators to reach
in their operations? Is the information level about the process variables
suitable for them?
9. Which are the valuable losses occurring as a function of poor washing?
10. What are the environmental impacts possibly resulting from this
unsuitable and inefficient procedure?
11. What are the impacts on people and the community, possibly resulting
from this poor washing?
12. What are the impacts of this poor washing on other mill areas associated
with the washing system of this pulp: chlorine dioxide chemical generating
plant, wastewater treatment plant, evaporation, recovery boiler, solid waste
handling and disposal, etc. ?
13. Which are the additional contaminants that we will be taking to the
physical and biotic environment where the company is located?
14. How are the final specifications of the company�s products and by-
products (pulp, sludge, treated effluents, aerial emissions, etc.) being
affected by the poor washing efficiency?
15. Etc. , etc.
61
Step 06: Generation of alternative technical solutions for the problem
In the same way as in the previous step, we can develop a series of
ideas from some basic questions that should be always made to the process, to
the operators and to the managers.
The suggested questions are as follows:
1. How could the operating practices be improved for the washing system?
2. How could maintenance be improved for the washing system?
3. Are equipment and mill area suitably cleaned (shower nozzle, washing filter
screens, floors, motors, etc.)?
4. Are there ways of improving operational control by training people,
introducing new automation or control equipment, executing new routines
of laboratory analyses, creating new indicators, etc.?
5. How could the present process be modified (without high investments) so
as to minimize the problem?
6. Would the proposed mill modifications to improve pulp washing have any
kind of impact on the other mill areas associated with washing (operational,
technical, environmental, social impacts, etc.)?
7. Would there be any gain for the pulp washing area through modifications
processed in other areas of the company and directly affecting the washing
area: chip selection, fibrous raw material cleaning, digester, evaporation
(condensates quality), chemical plant, etc.?
8. Would there exist any type of exaggerated and unnecessary final product
specification (e.g.: excess in target degree of brightness, excessive
bleached pulp cleanliness, etc.), which has overloaded pulp washing and
bleaching, thereby making these operations more deficient?
9. Is there any kind of internal recycling of effluents, condensates, fibers, etc.,
that might be destabilizing and impairing washing performance?
10. Is there any type of new technology or technological addition that might
be effectively implemented in the washing area in terms of costs,
performance and qualities?
11. Etc., etc.
62
It is very important for the eco-teams to carry out these types of
brainstorming in the search for solutions and new working proposals. At this
stage of the work all ideas are welcome.
The cleaner production options generating stage tries first of all to
involve people in the generation of valid options, some of them deserving to be
evaluated and quantified by the team.
Step 07: Quantification of the physical and economic losses due to the
operating inefficiencies
At this stage, it is essential to quantify all losses occurred due to the
�dirtier production� and to the inefficiencies of our process. These losses occur
in the pulp washing area, as well as in areas depending from it. This is
essential in our valuations. We must not to concentrate our evaluations just in
the area where the problem is happening. This would bring a wrong analyses
of the problem and consequences.
Furthermore, the problems generating production losses are vital. As a
consequence of the lower production, the company loses results and they are
very significant. In addition to these losses there are also those related to the
higher input consumption�s and higher residue and waste generations. The
latter include: higher chemical consumption�s, higher water and steam
consumption, higher generation of effluents and organic effluent load to be
treated, higher generation of sludge to dispose of, etc., etc.
All these precious losses must be very well quantified, requiring some
measurements, analyses, evaluations, calculations, simulations, mass and
energy balances, etc., to be made by the team involved in the project. It is
only through the good identification of the real losses that we will know the
dimension of the problem and will be able to better evaluate the alternatives
for its solution. Each solution alternative has an investment cost and provides
a result. These quantification�s will enable us to evaluate the paybacks of the
proposed solutions in economical terms i.e. how long it will take for us to
retrieve the investments made as a function of adopting these CP solutions.
This is the great advantage of the eco-efficiency process and of the cleaner
production with regard to other total quality programs. The CP methodology
has also a business concept, it searches for environmental solutions having an
important step of economic valuation. This occurs because every process loss
ends up resulting in pollution and in additional costs due to the loss in itself, as
well as to treat and dispose of that pollution. We have already seen this, but it
is always good to reinforce important points.
63
It is at this moment that is interesting to mention the subtle difference
existing between both concepts, that of eco-efficiency and that of cleaner
production. They are practically synonyms, both of them focus on the losses
and on the corresponding valuations. The difference is that eco-efficiency
(WBCSD) is based on improving the productive process so as to lose less,
produce better and consequently pollute and spend less to treat the losses. It
is founded on the concept that better processes impact less on the
environment. On the other hand, the cleaner production (UNEP) is founded on
solving the problems associated with residues, losses and pollution and thus,
with the higher environmental efficiency, obtaining economical gains.
(http://www.ecoefficiency.com.au/What%20is%20Eco%20Efficiency.htm)
Furthermore, in our example, many of the cleaner production solutions
can be implemented by the company without incurring any additional costs for
it: to clean better the shower nozzles and the filter screens, to improve
vacuum and pressure controls, to lubricate better the presses, to include new
consistency measurements by the laboratory, etc. etc.
By way of example, we will identify for our case study the main physical
operational impacts of our poor pulp washing and will try to make a reasonable
estimation for each type of physical and economic losses associated therewith.
Impact 01: Higher specific bleaching cost due to a higher chlorine dioxide
consumption in 3 kg active chlorine per bone dry ton of delignified pulp. Let�s
admit that the active chlorine cost is 0.45 US$/kg active chlorine.
Then an additional cost of 1.35 US$/bdt of pulp results therefrom.
Impact 02: Cost of caustic soda lost as higher loss of alkaline compounds with
the carry-over. In our case, the additional alkaline loss corresponds to 4 kg
NaOH/bdt. Let�s admit the cost of make-up caustic soda to be 0.5 US$/kg
NaOH.
Then an additional cost of 2.0 US$/bdt of pulp results therefrom.
Impact 03: Reduction in the organic matter sent to the liquor recovery
system as fuel. The additional COD loss corresponds to 5 kg/bdt. Admitting
that 1 kg COD corresponds to approximately 1 kg organic matter, there will be
an additional loss of 5 kg matter fuel per ton of pulp. Let�s admit that the
biomass fuel costs 0.05 US$/dry kg.
Then an additional cost of 0.25 US$/bdt of pulp results therefrom.
Impact 04: Additional cost at the effluent treatment, in order to treat this
higher organic COD carry-over loss (it would be 5 kg COD/bdt at washing).
Let�s admit that at the secondary level treatment, the variable treatment cost
of which is 0.15 US$/kg eliminated COD. The COD treatment efficiency would
be 80%. The chorine dioxide bleaching stage, as it is oxidative, has partially
64
reduced the 5 kg/bdt of COD to 3 kg/bdt, a part of it being now more
recalcitrant, due to its chlorine content. It should be observed that from those
residual 3 kg COD/bdt going to the WWTP (Waste Water Treatment Plant),
only 2.4 will be eliminated by the effluent treatment, while the remaining 0.6
kg/bdt will increase the pollution load discarded into the water stream via the
treated effluent. This can be very significant to meet the strict specifications
provided by the environmental control organ.
Then an additional cost of 0.36 US$/bdt results therefrom.
Impact 05: Higher sulfuric or hydrochloric acid consumption in the first
chlorine dioxide stage, which acid is added to control the pulp pH at the end of
the stage.
Then an additional cost of 0.1 US$/bdt results estimatively therefrom.
Impact 06: Higher secondary sludge generation and handling by the WWTP
(Waste Water Treatment Plant). Let�s admit a generation of 0.15 kg bone dry
secondary sludge per bd kg treated COD. Then the 2.4 dry kg COD/bdt will be
converted into 0.36 dry kg secondary sludge. As the latter will come out at
20% consistency, there will be due to poor delignified pulp washing an
additional generation of 1.8 kg secondary sludge as such per bd ton of pulp.
Let�s admit a handling and disposal cost of 15 US$/ton as such of sludge.
Then an additional cost of 0.03 US$/bdt results estimatively therefrom.
Impact 07: Cost of lost fibers due to washing overload and lower consistency
practiced. Let�s admit a loss of 150 bone dry grams of fibers per ton of pulp
washed in the system, which it would be possible to recover internally. Let�s
consider the pulp net price at this stage to be US$ 500.00 per air dried ton.
Then an additional cost of 0.085 US$/bdt results estimatively therefrom.
Impact 08: Heat loss along with the additional filtrate lost (0.67 m³/bdt). The
filtrate temperature would be at 85ºC and the first ClO2 stage must be
executed at 70ºC. This T is lost, as it is not recovered by the liquor system. It
corresponds to approximately 10 Mcal/bdt. Estimated value for the biomass
fuel (Eucalyptus firewood) of 26 US$/2,000 Mcal i.e. 0.013 US$/Mcal.
Then an additional cost of 0.13 US$/bdt results estimatively therefrom.
Admitting now a daily mill production of 1,900 bdt of delignified pulp
(basis of all these impact calculations in our example), we have the following:
Sum of the specific additional costs of impacts 01 to 08
4.30 US$/bdt
65
Additional daily costs to produce 1,900 bdt of delignified pulp (calculation
basis)
1,900 x 4.30 = 8,170 US$/day
However, this is not the great economical loss resulting from this poor
pulp washing for the mill. This daily loss of approximately 8 thousand dollars is
just that corresponding to the additional operational costs it has due to this
problem. The greatest loss is the impossibility of manufacturing 100 additional
tons of bleached pulp per day, as a function of chlorine dioxide supply
limitations.
Then, how to calculate the production loss value or the value due to the
non-production?
It is very simple to calculate the economic loss value of a mill as a result
of non-production and consequent lower sales. This loss is often referred to as
the non-productive hour cost, but the way of calculating it is the same in both
cases. It is enough to know three figures: the net specific sales price, the
average specific variable cost of the product, and the saleable production that
failed to be produced and to be sold.
When being manufactured, any product is composed of two basic costs,
which each product unit must pay for:
Specific fixed costs: the unit or specific costs of all tasks, services,
rentals, etc., which the company has to pay, independently of producing
or not. In other words, even if the machine is not running, the company
incurs these costs. When it fails to produce it incurs them as well. When
it produces more than usual, the total fixed costs are the same and the
specific fixed costs decrease i.e. when a larger amount is produced, this
additional production helps reduce the fixed cost impact on each product
unit.
Specific variable costs: the direct manufacturing costs - those directly
paid for manufacturing the products for selling them later. They consist
of inputs, energy, everything used for that manufacturing. If we do not
produce, these costs no longer exist. The companies must be able to do
this cost separation very well, in order to be able to understand how
these costs work and thus to optimize their results.
When our example mill will succeed in increasing its production by 100
tons per day, its total fixed costs will be exactly the same. It will not spend
more with rentals, salaries of personnel, advertisements, researches, etc.
66
Nevertheless, it will have an increase in its total variable costs as a
function of the additional requirements of inputs, such as wood, caustic soda,
fuels, etc. On the other hand, its turnover will also increase, as it will have a
larger amount of products to sell.
Then, let�s consider in our example that the specific variable costs of the
mill correspond to 280 US$/adt and its net unit sales price is 700 US$/adt.
Specific Contribution Margin (SCM) = NUSP - SVC
where: NUSP = net unit sales price
SVC = specific variable cost
Then the result would be:
SCM = 700 � 280 = 420 US$/adt
As the company will not incur any additional fixed costs to manufacture
the new 100 adt/day, its margin of total daily contribution and its daily result
will increase by: 100 adt/day x 420 US$/adt = 42,000 US$/day.
In the present situation, these 42,000 US$ are net and additional
earnings considered as being lost by the today�s poor delignified pulp washing.
Lost Net Results = 42,000 US$/day
This loss is impressive, is it not? It is for this reason that managers are
always very attentive to the production losses at their mills.
Then, the total daily loss caused by poor pulp washing would be:
Total economical loss
=
Additional manufacturing costs + Lost Net Receipts due to non-production
That is: 8,170 US$/day + 42,000 US$/day = 50,170 US$/day
67
Step 08: Election of the CP opportunities to implement
At this moment, the eco-team should have already made its election of
alternatives for improvements that it intends to implement. They are of
different kinds, as the evaluation was wide-ranging and comprehensive. Some
of the alternatives are simple and immediate, they just refer to better
organization and cleaning, operational training, establishment of procedure
manuals, handbooks, etc. Some other alternatives correspond to investments,
sometimes high ones, but we have now available some ways of better
quantifying the returns and the paybacks. We also know which will be the
impacts that will be minimized in environmental terms by using less natural
resources and by the lower pollutants generation.
It becomes easier to work out a table presenting the alternatives to pay
attention to, the corresponding investments and the new operational costs that
will be incurred. It must be clear that some of the proposed alternatives will
add new production costs in terms of electric power, steam, etc. Therefore, the
value of savings we have estimated to be 8,170 US$/day will change and it is
important to know to how much.
Cleaner production alternatives: preparing and evaluating the selected cleaner production
alternatives
Data are given just by way of example
Practices and techniques
for improvements in the
operational efficiency
Cleaner production alternative to be
implemented
Investment
requirements
US$
Additional
operational cost to
render the
improvement
effective
US$/day
Cleaning & Organization Better shower nozzle cleaning
Better filter screen cleaning
Better pneumatic press equipment
adjustment and lubrication
zero
zero
Process control To create maintenance indicators
for the washing section
To create operational indicators
for the pulp washing area
To negotiate new laboratory
analyses of alkaline losses, COD
carry-over, consistencies, etc.,
with the laboratory
To install pressure and vacuum
gauges online
150,000
200
Present washing area
equipment modifications
To replace the barometric leg with
a vacuum pump at one of the
washing drums
To replace the pressing system at
one of the washing presses
780,000
1,850
Technological change in
the washing area
To install one more complete
washing press at the delignified
pulp washing end
1,250,000 1,300
69
Changes in other similar
and correlated areas
To install in the evaporation area a
cleaning system for quality
improvement of the clean
condensate used at pulp washing
1,000,000
850
Recoveries in the washing
area
To send the filtrate with fibers to
the fiber recovery filter existing at
present in the process
50,000
(-160)
Net gain with the
recovered fibers
Bleached pulp
specification changes
No changes
zero
zero
Saleable by-product
generation
It does not occur
zero
zero
Total amounts 3,230,000 4,040
Cleaner production and higher eco-efficiency alternatives
Step 09: Global balance and investment payback calculation
We had calculated that the implemented modifications would allow
additional results of 50,170 US$/day. The suggestions made by the eco-team
were significant as a function of the potential conjectured gains. The new
investments would be evaluated in US$ 3,230,000 and the new additional
production costs would amount to US$ 4,040 per day.
The daily net balance in terms of results would be:
50,170 US$/day - 4,040 US$/day = US$ 46,130 / day
Investment payback = US$ 3,230,000 / US$ 46,130 = 70 days
This means that thanks to the substantial increase in production that
will be achieved with the high investment of approximately 3.3 million dollars,
this investment will be paid within about 70 days of normal operations in the
optimized situation. Fantastic, isn�t it ?
Step 10: Quantification of the environmental gains of the project after
implementation
Besides the substantial economical gains, we will have important
environmental gains, such as those estimated in the following:
Lower water consumption: 1,400 m³/day
Lower fiber loss: 160 bd kg/day
Lower secondary wet sludge generation: 3.4 t/day
Lower loss of Na+ through the bleaching filtrate: 4 t/day
Lower loss of Cl- through the bleaching filtrate: 3.5 t/day
Lower loss of COD to the WWTP + higher internal recovery: 9.5 bdt/day
Lower heat loss through the hot filtrate: 19 Gcal/day
Lower chlorine dioxide consumption in bleaching as compared to present
tonnage: 2.17 t ClO2/day
Lower chlorine dioxide consumption in bleaching even when compared to
the new 2,100 bleached adt daily pulp production: 1.19 t ClO2/day
Lower AOX generation in the effluent: 20 kg/day
Lower acid consumption in Do stage: 1.5 t/day
71
Step 11: Quantification of the social gains of the project after
implementation
With the better pulp washing plant operation, with no plant overload
any longer, it will be easier to operate, which will result in:
Greater operational safety;
Lower risks of accidents and emergencies;
Better cleaning of the area;
Greater esthetic beauty;
Easier and less stressing operation;
Less conflicts between areas.
It is interesting to quantify these improvements with numbers (statistics on
accidents in the area, sectorial research on operational climate, life quality,
etc.).
Step 12: Working out a detailed report for the administration
After electing the CP options to improve pulp washing eco-efficiency
before the bleaching line and after making the due quantification�s and
valuations, the team must now work out a concise and objective report
containing the suggestions and results expected for the proposals they want to
present and to implement. There is no such mill manager who is not to be
delighted at the prospect of increasing the mill production by about 5% and
having an investment payback of just 70 days. After all, 70 days after start-up
of the new proposed facilities, the mill will be already yielding additional US$
46,130/day and the production will reach the 2,100 adt/day dreamt of. Besides
these operational and economical gains, significant environmental and social
gains are also projected by the cleaner production team. This is exactly what it
is expected with the cleaner production and the eco-efficiency: �to do more
using less natural resources; to do better with less environmental impacts; to
reduce residues and wastes�.
You can see by yourselves that this case study contains the conditions
delighting the main concerned interested parties and players in our
entrepreneurial and business ecosystem:
The shareholders (better results);
The production managers (higher productions);
The state environmental control organization (lower environmental
impacts);
72
The environment (lower impacts and consumption�s of resources);
The employees (smoother operation, greater safety and lower stress and
conflict levels).
Step 13: Generation of documentation and procedures for sustaining
the gains
Upon decision approval by shareholders and managers, now it remains
to implant the project. However, this does not end with the mere change in
machines and procedures. The eco-team must also create the indicators and
the rules to monitor whether the expected gains will be reached and
maintained in the long term. Also required is an evaluation of the potential
barriers that may come to interfere with this project from its conception to its
operation at the operational maturity stage. The potential new conflicts and
new interrelations among the various mill sectors must be understood, as
otherwise what might seem a remarkable gain ends up failing to be
accomplished.
Step 14: Rejoicing and commemoration
Every team participating in a project, be it complex as this one or even a
much simpler one, is gratified at the gains and at the company�s, the
managers� and the fellow employees� acknowledgement. A good way of
acknowledging this is by training the personnel in courses, events, visits and
participation in pulp and paper meetings, exhibits and conferences. It is also
interesting to invest part of the gains in indoors technical improvement and
educational resources (books, library, free and available Internet for everybody
in the mill site, etc.)
==============================================
73
CLEAN TECHNOLOGIES FOR KRAFT PULP MANUFACTURING
In other publications and articles I have already written which are
nowadays the best environmentally most advanced technologies to produce
bleached Eucalyptus kraft pulp in today�s most sustainable way. We will call
these technologies as clean technologies, or cleaner technologies. As a matter
of fact, with the quick technological evolution, many of them will be soon
replaced by other more efficient ones, having less impacts on the environment.
This is the game, always changing to higher efficiencies and lower
consumption�s of natural inputs. This is good, for both companies,
environment and society.
Anyway, I would like to suggest that you access the following web
addresses, in order to read this material. Definitively, there are excellent
suggestions, representing some of the best of all existing technologies for this
kind of industry. As a rule, the articles are concerned to technologies being
used by the most modern pulp mills in operation in this middle of the first
decade of the 2000s. There are also suggestions from me to even further
environmental and operational performances.
ECF and TCF Bleaching Sequences for Eucalyptus Kraft Pulps
http://www.eucalyptus.com.br/newseng_may06.html#quatorze
Modern Bleached Kraft Eucalyptus Pulp Fiberlines
http://www.eucalyptus.com.br/newseng_jan07.html#quatorze
Best Available Technologies and Best Environmental Practices to the
Production of Eucalyptus Bleached Kraft Pulps http://www.eucalyptus.com.br/newseng_mar07.html#quatorze
Best Available Techniques to the Manufacture of Eucalyptus Pulp (a continuation on this topic)
http://www.eucalyptus.com.br/newseng_july07.html#cinco
74
The Eucalyptus Bleached Kraft Pulp Manufacturing and the Water
Consumption http://www.eucalyptus.com.br/newseng_may07.html#quatorze
Closing Water Cycle for Further Reductions on Water Consumption in the
Manufacture of Eucalyptus Bleached Kraft Pulp http://www.eucalyptus.com.br/newseng_july07.html#quatorze ============================================== FINAL REMARKS FOR THIS INTRODUCTORY CHAPTER ON CLEANER
PRODUCTION AND ECO-EFFICIENCY
We had not in the least the purpose of being exhaustive when writing
this chapter about eco-efficiency and cleaner production for the Eucalyptus
pulp and paper industry. As a matter of fact, this first chapter had rather the
mission of introducing the reader to the fundamentals and routines of these
tools, as it may have been noticed by you upon reading it. It is very important
to be very well-acquainted with the tools and the ways of implementation and
application. I hope that the case study example and the opportunities reported
herein may have been useful to you. Success will depend on much study,
evaluation, quantification, creativeness, implementation, knowledge,
participation and determination. Dialogue, conviction, consciousness and
commitment are important as well. To sustain the implemented improvements
is also essential. In other words, after achieving the highest possible eco-
efficiency it should be maintained, which is not as simple as it seems to be.
Therefore, the team must keep motivation and an attentive look. It is also
necessary to keep alive the flame of searching for solutions to the waste,
pollution and residue generation problems, including the new ones to come.
We will come back with many further examples and opportunities in the
chapters about cleaner production and eco-efficiency to follow in our
Eucalyptus Online Book. Keep attentive, they will be soon coming to you.
I would like to close this chapter with a parable by an unknown author,
very easy to be found on the Internet. It is something very appropriate to our
daily situations. It even applies to our lives as citizens and at our homes. The
parable concerned is titled �The Blue Dress�, which maybe many of you are
already acquainted with. Anyway, read it and have your hearts touched by it.
At the same time, reinvigorate your energies to help change the world and
your pulp mill for the better and better.
If you like it and would like to have something on the same level, read
also �Flight of Geese�, also available on the Internet and with some addresses
for access in the section Literature References, which follows the present
section.
75
Parable:
�The Blue Dress�
�A beautiful little girl was living in a very poor district of a distant town. She
attended the local primary school. Her mother did not care very much about
her, so that the child was almost always dirty. Her clothes were very old and in
bad repair. The teacher felt pity for the girl�s situation. - "How does it happen
that so pretty a girl comes so untidy to school?". He put aside some money
from his salary and although with difficulty he decided to buy a new dress for
her. She was very pretty in the blue dress! When her mother saw the
daughter in that beautiful blue dress, she felt that it was regrettable that her
daughter, dressed in that new attire, should go so dirty to school. Therefore,
she began to give her a bath every day, to comb her hair, to cut her nails�
When the week ended, her father said: -�My wife, do you not think it�s a
shame that our daughter, beautiful and tidy as she is, should dwell in a place
like this one, falling to pieces? What about improving and repairing our house?
In my free hours I will paint the walls, repair the fence, grow a garden.� Before
long, the house distinguished itself in the small village by the beauty of the
flowers the garden was filled with, as well as by the care shown in every detail.
The neighbors were ashamed of living in ugly huts and they also decided to
tidy up their houses, to grow flowers, to make use of painting and
creativeness. Within a short time, the whole district was changed. A man who
was watching those people�s efforts and struggles, thought that they were well
worth a help from the authorities. So he went to the town mayor, in order to
state his ideas and left with an authorization to form a commission to study
the improvements that would be necessary for the district. The street, of clay
and mud, was covered with asphalt and pavements of stone. A sewerage was
built to collect the sewage previously flowing in the open air and the district
gained the aspect of citizenship. Imagine, everything started with a blue
dress... It was not that teacher�s intention to repair the whole street or to
create an organism to rescue the district. He did what he could, he gave his
part. He made the first move, which went as far as to cause other people to
feel motivated to fight for improvements. I wonder whether each of us is doing
the own part in the place they live in. Do we belong by chance to those people
who just point to the holes of the street pavement, or to the children running
freely without school, and to the traffic violence? It should be born in mind that
it is difficult to change the total state of things, that it is difficult to clean the
whole street, but that it is easy to sweep one�s own sidewalk. It is difficult to
reconstruct a planet, but it is possible to make a gift of a blue dress.�
(Author: Anonymous)
Good luck...
==============================================
76
LITERATURE REFERENCES AND SUGGESTIONS FOR READING
ABTCP. Dados setoriais: Benchmarking. Brazilian Pulp and Paper Technical
Association. Specialized website.
Available at:
http://www.abtcp.org.br/Pagina.aspx?IdSecao=100,101
Agardy, F.J.; Nemerow, N.L. Environmental solutions. Academic Press.
451 pp. (2005)
Available at:
http://books.google.com.br/books?id=dKrZMK-9-
RgC&dq=%22cleaner+production+at+pulp+and+paper+mills%22&source=gbs_summary_s&c
ad=0
or
http://books.google.com.br/books?id=dKrZMK-9-
RgC&printsec=frontcover&dq=%22cleaner+production+at+pulp+and+paper+mills%22&sourc
e=gbs_summary_r&cad=0
Anonymous. The blue dress. Several sources in the web (in Portuguese
�Vestido azul�)
Available at: http://www.sitedoempreendedor.com.br/downloads/vestidoazul.pps
or
http://www.siteamigo.com/msg/vestido.htm
or
http://maisjesus.net/reflexao/074
or
http://www.vertex.com.br/USERS/san/vestidoazul.htm
Anonymous. Flight of geese. Several sources in the web.
Available at:
http://www.lifequest2000.com/flight%20of%20geese.pdf
Aschner, A. Planning for sustainability through cleaner production.
Ph.D. Thesis. University of New South Wales. 229 pp. (2004)
Available at:
http://www.library.unsw.edu.au/~thesis/adt-NUN/uploads/approved/adt-
NUN20050616.160738/public/02whole.pdf
Auckland Regional Council. Cleaner production toolkit. 14 pp. (undated
and no reference of source)
Available at:
http://www.arc.govt.nz/albany/fms/main/Documents/Environment/Pollution/Cleaner%20produ
ction%20toolkit.pdf
Cambara. Oportunidades de producao mais limpa. Estudos de caso
CNTL: Celulose Cambara S/A. Seminar ABTCP �Tratamento de Efluentes e
77
Residuos Solidos�. Brazilian Pulp and Paper Technical Association. PowerPoint
presentation: 6 slides. (2003)
Available at:
http://www.celso-
foelkel.com.br/artigos/outros/P_L%20%20Cambar%E1%20ABTCP%20CNTL.pdf
Cardoso, A.P.G. Analise da producao mais limpa na regiao sul do Brasil
a partir do Premio Expressao de Ecologia. Master Dissertation. UFSC. 127
pp. (2006)
Available at:
http://www.tede.ufsc.br/teses/PGEA0253.pdf
CEBDS. Rede Brasileira de Ecoeficiencia. Brazilian Business Council for
Sustainable Development. Specialized website.
Available at:
http://www.cebds.org.br/cebds
http://www.cebds.org.br/cebds/eco-pmaisl-conceito.asp
http://www.cebds.org.br/cebds/eco-rbe-ecoeficiencia.asp
http://www.cebds.org.br/cebds/eco-pmaisl-rede-brasileira.asp
CEBDS. Guia da producao mais limpa. Faca voce mesmo. Brazilian
Business Council for Sustainable Development. 60 pp. (undated)
Available at:
http://www.gerenciamento.ufba.br/Downloads/guia-da-pmaisl.pdf
or
http://www.wbcsd.ch/DocRoot/ciFpL5hcUN7XBAQBe8Iu/guia-da-pmaisl.pdf
CET Peru. Guia de produccion mas limpia. Centro de Eficiencia Tecnologica.
70 pp. (2005)
Available at:
http://www.conam.gob.pe/documentos/produccionlimpia/Gu%C3%ADa%20de%20PML%20ver
si%C3%B2n%20final%20septiembrerevMCP.pdf
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Eficiencia Tecnologica. 70 pp. (2005)
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si%C3%B2n%20final%20septiembrerevMCP.pdf
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pp. (2002)
Available at:
http://www.cetesb.sp.gov.br/Tecnologia/producao_limpa/documentos/manual_implem.pdf
CETESB. Guias de producao mais limpa para setores produtivos.
Specialized website.
Available at:
http://www.cetesb.sp.gov.br/Tecnologia/producao_limpa/documentos.asp
78
CETESB. Guia tecnico ambiental da industria de papel e celulose. CP
Series. 50 pp. (2008)
Available at:
http://www.cetesb.sp.gov.br/Tecnologia/producao_limpa/documentos/papel.pdf
or
http://www.abtcp.org.br/Arquivos/File/GUIA20P+L.pdf
CGE Consulting. Otimizando o desempenho e aumentando o lucro:
reducao de perdas e avancos tecnologicos no setor grafico. ABTCP. 35th
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CNTL. Centro Nacional de Tecnologias Limpas. Brazilian National Cleaner
Production Center. Specialized website.
Available at:
http://www.senairs.org.br/cntl
CNTL. Manuais de producao mais limpa. Centro Nacional de Tecnologias
Limpas. Brazilian National Cleaner Production Center. Specialized website
Available at: http://srvprod.sistemafiergs.org.br/portal/page/portal/sfiergs_senai_uos/senairs_uo697/proxi
mos_cursos/S%E9rie%20Manuais%20PmaisL.zip
CNTL. Implementacao de programas de producao mais limpa. Centro
Nacional de Tecnologias Limpas. Brazilian National Cleaner Production Center.
46 pp. (2003)
Available at:
http://www.ifm.org.br/moodle/file.php/19/CNTL_guia_P_L.pdf
or
http://srvprod.sistemafiergs.org.br/portal/page/portal/sfiergs_senai_uos/senairs_uo697/proxi
mos_cursos/implementa%E7%E3o%20PmaisL.pdf
CNTL. Producao mais limpa e sustentabilidade do setor produtivo.
Brazilian National Cleaner Production Center. PowerPoint presentation: 67
slides. (2006)
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Compass Resource Management. Total cost assessment guidelines.
Preparing the business case for pollution prevention projects. 107 pp.
(1997)
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Available at:
79
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Ebeling, E.C.; Bachmann, D.L. Indicadores para maquinas de papel - uma
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81
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84
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